Unions Should Stay A Part Of The Workplace - 1068 Words

Unions Working is a necessity for life. Everyone has to work in some way to get money so they can live. With work being such a universal thing, there are bound to be some issues with it. Unions have come into question about whether they are necessary or not. In my opinion, unions should stay a part of the workplace. They tend to bring workers together to make their lives better at work. Unions have many ways to get what they want from companies, and negotiating is the most common practice. The main functions of unions are to help organize workers and bargain. With organization, workers can fight for better wages, hours, and conditions. Unions first came about with the realization that workers were being treated unfairly, worked in†¦show more content†¦A major topic that comes up with unions is getting better wages for the employees. This is one of the main reasons that unions came to be. Workers of all fields were tired of being paid unfairly by big companies. They realized that they needed a way to organize themselves to fight for better pay. Unions helped aid in this fight. According to History.com, â€Å" The formation of the Federal Society of Journeymen Cordwainers (shoemakers) in Philadelphia in 1794 marks the beginning of sustained trade union organization among American workers.† This was the first time workers tried to organize themselves to get more money for what they did. A key way that unions used workers to make businesses meet their demands was organized strikes. With these organized strikes, the big companies had to comply with some of the demands to raise the employee s wag e, or it would cost them more money in the long run. Strikes are a very powerful tool that unions have used often in the past. Unions orchestrated the strikes in the past pretty well, and the majority of strikes accomplished the goal they were trying to complete. Unions have always fought with companies to give the workers the pay they deserve. Limiting the number of hours an employee could work in a week was another topic addressed by unions. Businesses would take advantage of workers if there was no limit to how many hours a personShow MoreRelatedEmployment Relations Assignment : The Work Of Trade Unions1481 Words   |  6 Pages1001EHR Employment Relations Assignment: Essay Mackenzie Cahill, s5016520, word count: 1510 â€Å"University graduates should join a union when they get their first real job. Critically evaluate†. The work of trade unions is aimed at educating and protecting the rights of employees and their working conditions. However, decline in union membership is a growing international problem, with the reasonable assumption that workers will be more successful in their fight for decent conditionsRead MoreWalmart Corporation s Labor And Employee Relations1700 Words   |  7 Pagesdissatisfaction about poor work conditions, gender discrimination, low wages, poor benefits, and inadequate health care. Walmart has been criticized for its policies against labor unions and this issue has prompted public outrage, (Johansson, 2005) which is of great concern for the market. The company has also faced criticism for being anti-union, but it has claimed that it is rather pro-associate, whereby employees can report their grievances with the company through their open door policy (Greenhouse, 2015)Read MoreThe Status Of The Czech Republic And Hungary1194 Words   |  5 PagesCzech Republic and Hungary â€Å"We know that anywhere in the world, where women prosper, societies prosper. In the interest of everyone is to include women in every part of society† is a quote by Catherine Ashton, who served as First Vice President of the European Union. Since the fall of communism and the entrance into the European Union over a decade ago, women in the Czech Republic and Hungary have faced a drastic change of lifestyle. Throughout communism, women had the opportunity to maintain jobsRead MoreEssay about Labor Unions’ Involvement in Politics1627 Words   |  7 Pageslabor unions. Bill Fletcher Jr. writes myth 8: â€Å"the union uses our money for political action and I have no say in the matter,† in his novel â€Å"They’re Bankrupting Us† And 20 Other Myths about Unions. In this myth, Bill Fletcher Jr. addresses unions and how they take political action. Labor unions often take political action in a controversial way, while not always getting full advanta ge of their work. Fletcher says that when unions and politics come together, people especially interpret unions’ missionsRead MoreGender Inequality And The Workplace Essay1344 Words   |  6 Pagesin the workplace has improved substantially in the US since 1979 especially when women started representing an increasingly larger share of the total workforce and earning about 62 percent as much as men, the women s average pay continues to be lower than that of men. It is still an undeniable fact that equality in pay and promotions in the workplace exists and are important topics constantly discussed. When we look at the history, we would see that the workplace was imaginedRead MoreMinimum Wage Laws And Labor Unions905 Words   |  4 Pageslevels, and insist on the government raising the minimum wage. Sometimes the fight to raise the pay for workers goes unnoticed or unheard, so a labor union is formed. With a bargaining union handling the employee’s best interest, the workers usually improve their wages and quality of life. In this paper we will discuss minimum wage laws and labor unions. Minimum wage is defined as the lowest wage payable to an employee in general or to designated employees as fixed by law or by inion agreement. Read MoreSocial Media s Impact On The Workplace Essay1378 Words   |  6 Pagessomeone losing their job because of what they post on their personal social media page? Social media was created as a tool to connect people around the world and employers has used social media as a marketing tool. The use of social media in the workplace can be great and harmful to its employees; also has positive and negative effects depending on what kind of job role you have within the company. In the society we live in today there are millions of people around the world that post status updatesRead MoreEqual Opportunities in the Workplace1721 Words   |  7 PagesI chose to focus my paper on EEO, being that I am an African- American and have experienced some of the negative aspects of it. I will discuss equal opportunities in the workplace, and its affect on human resource management. Equal opportunities are very important in the modern workplace. Providing equal opportunities involves providing the same opportunities to all the employees and prospective employees regardless of their sex, age, disabilities, ethnic origins, sexual orientations etc. Equal opportunitiesRead MorePersonal Problem Management At My Place Of Employment1648 Words   |  7 Pagesconflict. Whether it was personal or between other co-workers, conflict is unavoidable. The workplace is best described as a professional melting pot. People who come together, from different backgrounds and opinions, to serve a common purpose are bound to have a disagreement (Lytle, 2015). This is something managers should always be prepared for and should even expect to occur. Conflict can be a healthy part of any type of decision making process if it is received by mature and self-confident individualsRead MoreTimeframe. The Portal-To-Portal Act Was Created In 1947.Two912 Words   |   4 Pages Timeframe The Portal-to-Portal Act was created in 1947. Two year prior, the United States ended World War II. Additionally, the United States would begin a war against the Soviet Union, known as the Cold War in 1947. These two major events had enormous impact on United States citizens. The Federal government wanted to increase consumer spending and help reduce the interest rate on debt. As a result, inflation was at fourteen percent and unemployment was rising (Schnidman). The wars had major

Ambrose Bierce’s Experience During the Civil War and Its...

In becoming a printers devil for a Northern Indianapolis Abolitionist Newspaper gave background for the interest in writing and the agreement in the Abolistionist view point. Heeding to the call to arms to help defend the North.,Bierce joined the Army The next four years were spent traveling the states fighting in some of the most well known battles of the Civil War . Ambrose Bierce’s experience during the Civil War where he faced the dangers of nature and man influenced his writing. After being struck in the head by a bullet during a battle, the recouperating time gave Bierce time to write calling on his actual war time memories and experiences to fuel the ideas for these tales. Thes e stories were actually an outlet for the†¦show more content†¦As stated by critic Cathy Davidson, â€Å"he invented many literary techniques:the close examination of time ;an attention to mental fictions in order to avoid real life:the blending of fantasy and reality â€Å". Another example of this literary technique, is in the short story â€Å"Chicamuga†where the six year old character of the story ,has a vivid imagination about war and how it is fought . He sneaks away from his parents plantation armed with a toy wooden sword ready to engage in battle. In his imaginary battle he comes across wounded men . They were wounded and killed in a battle, nearby his home. The boy considers these men as just part of his imaginary play , running around and showing his wooden sword victoriously ,until he stumbles upon more dead in the nearby creek . He is still daydreaming about the battle he fought and won when he is intrigued by the glow of fire in the forest . Still not realizing that it was familiar surroundings he marches on thinking about the battle he just won, until he starts to recognize that the burning glow is his own home! When realization sets in , the boy s head starts to spin,He is desperately trying to get a grasp of the situation around him .He sees an intriguing glow in the forest, he focuses on that , and heads towards it. He sees flames and the buildings they consume,Then the reality .hit him, the reason theseShow MoreRelatedAnalysis of An Occurrence at Owl Creek Essay1035 Words   |  5 Pagesare other literary elements represented in the story. Perhaps Ambrose Bierce’s most famous works, he used imagery from his own personal experiences in the Civil War, which adds to the suspense of the short story. Imagination is a difficult word to define. The ability to have a daydream, or picture with vivid details, is what imagination could be. An imagination is key for some people, who escape real life into a fantasy world. Bierces â€Å"An Occurrence at Owl Creek† uses point of view, structure, andRead MoreHistory of the Development of the Short Story.3660 Words   |  15 Pagesattempt to resist categorization by genre as well as definition by numbers, finding such approaches limiting and counter-intuitive to artistic form and reasoning. As a result, definitions of the short story based upon length splinter even more when the writing process is t aken into consideration.[41] Short stories date back to oral story-telling traditions which originally produced epics such as Homers Iliad and Odyssey. Oral narratives were often told in the form of rhyming or rhythmic verse, often

Pest Analysis of Foster Beer free essay sample

Exhibit 3. 1 Strategic capabilities and competitive advantage Exhibit 3. 2 Strategic capability: the terminology Exhibit 3. 3 Sources of cost efficiency Exhibit 3. 4 The experience curve Exhibit 3. 5 Criteria for inimitability of strategic capabilities Analyzing Resources Capabilities OUTLINE †¢ The role of resources and capabilities in strategy formulation. †¢ The resources of the firm †¢ Organizational capabilities †¢ Appraising the profit potential of resources and capabilities †¢ Putting resource and capability analysis to work—a practical guide †¢ Creating new capabilities. Shifting the Focus of Strategy Analysis: From the External to the Internal Environment THE FIRM Goals and Values Resources and Capabilities Structure and Systems THE INDUSTRY ENVIRONMENT STRATEGY STRATEGY †¢Competitors †¢Customers †¢Suppliers The Firm-Strategy Interface The Environment-Strategy Interface Rationale for the Resource-based Approach to Strategy †¢ When the external environment is subject to rapid change, internal resources and capabilities offer a more secure basis for strategy than market focus. †¢ Resources and capabilities are the primary sources of profitability The Evolution of Honda Motor Company Honda Technical Research Institute founded 1st Competes in Isle of Man TT motorcycle races 4-cylinder 750cc motorcycle 1st gasoline-powered car to meet US Low Emission Vehicle Standard Civic Hybrid (dual gasoline/ electric) motorcycle: 98cc, 2-cycle Dream D Portable generator 405cc motor cycle 1955 1960 1965 1970 Power products: ground tillers, marine engines, generators, pumps, chainsaws snowblowers Civic GS (natural gas powered) 1946 1950 1975 1980 1985 1990 1995 2000 4 cycle engine The 50cc Supercub N360 mini car Honda Civic 1000cc Goldwing touring motor cycle Acura Car division Home cogeneration system First product: Model A clip-on engine for bicycles Enters Formula 1 Gran Prix racing Enters Indy car racing Honda FCX fuel cell car Canon: Products and Core Technical Capabilities Precision Mechanics 35mm SLR camera Compact fashion camera EOS autofocus camera Digital camera Video still camera Fine Optics Plain-paper copier Color copier Color laser copier Laser copier Basic fax Laser fax Mask aligners Inkjet printer Excimer laser aligners Laser printer Color video printer Stepper aligners Calculator Notebook computer MicroElectronics Links between Products Capabilities: Capability-Based Strategy at 3M Carborundum mining Sandpaper PRODUCTS Videotape Floppy disks Scotchtape Audio tape data storage products Acetate Post-it notes film Housewares/kitchen products Surgical tapes dressings Pharmaceuticals Materials sciences Health sciences Flexible circuitry Road signs markings CAPABILITIES Abrasives Adhesives Microreplication Thin-film technologies New-product development introduction Evolution of Capabilities and Products: 3M Sandpaper Videotape Floppy disks Scotchtape Audio tape data storage products Acetate Post-it notes film Housewares/kitchen products Surgical tapes dressings Pharmaceuticals Materials sciences Health sciences Flexible circuitry Carborundum mining Road signs markings PRODUCTS CAPABILITIES Abrasives Adhesives Microreplication Thin-film technologies New-product development introduction Eastman Kodak’s Dilemma Resources Capabilities 1980? s Chemical Imaging †¢Organic Chemistry †¢Polymer technology †¢Optomechtronics †¢Thin-film coatings Businesses Film Cameras Fine Chemicals Pharmaceuticals Diagnostics Brands Global Distribution 1990? s DIVESTS: Eastman Chemical, Sterling Winthrop, Diagnostics Need to build digital imaging capability Digital Imaging Products (e. g. Photo CD System; Advantix cameras film The Links between Resources, Capabilities and Competitive Advantage COMPETITIVE ADVANTAGE INDUSTRY KEY SUCCESS FACTORS STRATEGY ORGANIZATIONAL CAPABILITIES RESOURCES TANGIBLE †¢Financial †¢Physical INTANGIBLE †¢Technology †¢Reputation †¢Culture HUMAN †¢Skills/know-how †¢Capacity for communication collaboration †¢Motivation Appraising Resources RESOURCE Financial CHARACTERISTICS Borrowing capacity Internal funds generation Plant and equipment: size, location, technology flexibility. Land and buildings. Raw materials. Patents, copyrights, know how RD facilities. Technical and scientific employees Brands. Customer loyalty. Company reputation (with suppliers, customers, government) Training, experience, adaptability, commitment and loyalty of employees INDICATORS Debt/ Equity ratio Credit rating Net cash flow Market value of fixed assets. Scale of plants Alternative uses for fixed assets No. of patents owned Royalty income RD expenditure RD staff Brand equity Customer retention Supplier loyalty Employee qualifications, pay rates, turnover. Tangible Resources Physical Technology Intangible Resources Reputation Human Resources Firms with the Highest Ratios of Market Value to Book Value (December 2005) Company Valuation Country ratio 72. 0 20. 8 13. 4 12. 6 11. 2 10. 8 10. 7 10. 0 8. 8 8. 4 8. 3 8. 2 8. 1 8. 0 Japan US UK US US Germany US US Japan US US US Neth/UK US Company Valuation Country ratio 7. 8 7. 4 7. 3 6. 7 6. 3 5. 9 5. 7 5. 7 5. 6 5. 5 5. 5 5. 3 5. 2 5. 1 US UK US Finland France UK US US US US Switz. France US Switz. Yahoo! Japan Colgate-Palmolive Glaxo Smith Kline Anheuser-Busch eBay SAP Yahoo! Dell Computer Sumitomo Mitsui Financial Procter Gamble Qualcomm Schlumberger Unilever PepsiCo Coca-Cola Diageo 3M Nokia Sanofi-Aventis AstraZeneca Johnson Johnson Boeing Eli Lily Cisco Systems Roche Holding L’Oreal Altria Novartis The World’s Most Valuable Brands, 2006 Rank Company Brand value ($bn. ) Rank Company Brand value ($bn. ) 1 2 3 4 5 6 7 8 9 10 Coca-Cola Microsoft IBM GE Intel Nokia Disney McDonald’s Toyota Marlboro 67. 5 59. 9 53. 4 47. 0 35. 6 26. 5 26. 4 26. 0 24. 8 21. 2 11 12 13 14 15 16 17 18 19 20 Mercedes Benz 20. 0 Citi 20. 0 Hewlett-Packard 18. 9 American Express 18. 6 Gillette 17. 5 BMW 17. 1 Cisco 16. 6 Louis Vuitton 16. 1 Honda 15. 8 Samsung 15. 0 Source: Interbrand Identifying Organizational Capabilities: A Functional Classification FUNCTION Corporate Management CAPABILITY Financial management Strategic control Coordinating business units Managing acquisitions Speed and responsiveness through rapid information transfer Research capability Development of innovative new products Efficient volume manufacturing Continuous Improvement Flexibility Design Capability Brand Management Quality reputation Responsiveness to market trends EXEMPLARS ExxonMobil, GE IBM, Samsung BP, PG Citigroup, Cisco Wal-Mart, Dell Capital One Merck, IBM Apple, 3M Briggs Stratton Nucor, Harley-D Zara, Four Seasons Apple, Nokia PG, LVMH Johnson Johnson MTV, L’Oreal MIS RD Manufacturing Design Marketing Sales, Distribution Service Sales Responsiveness Efficiency and speed of distribution Customer Service PepsiCo, Pfizer LL Bean, Dell Singapore Airlines Caterpillar The Value Chain: The McKinsey Business System TECHNOLOGY PRODUCT DESIGN MANUFACTURING MARKETING DISTRIBUTION SERVICE The Porter Value Chain FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT SUPPORT ACTIVITIES INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS MARKETING SALES SERVICE PRIMARY ACTIVITIES The Architecture of Organizational Capability ORGANIZATIONAL CAPABILITY SKILLS KNOWLEDGE VALUES NORMS TECHNICAL MANAGERIAL SYSTEMS SYSTEMS Organization Structure Management Systems RESOURCES †¢Human skills know-how †¢Technology †¢Culture (values, norms) Dorothy Leonard â€Å"Core Capabilities Core Rigidities† A modified view A Hierarchy of Capabilities: A Telecom Manufacturer CROSS FUNCTIONAL CAPABILITIES New product development capability Customer support capability Quality management capability BROAD FUNCTIONAL CAPABILITIES operations capability R D and design capability MIS capability Marketing and sales capability Human resource mgt. capability ACTIVITY RELATED CAPABILITIES (Operations related only) SPECIALIZED CAPABILITIES (Manufacturing related only) SINGLE-TASK CAPABILITIES (Only those related to PCB assembly) Manufacturing capability Materials management capability Process engineering capability Product engineering capability Test engineering capability Printed circuit-board assembly Telset assembly System assembly Automated through-hole component insertion Manual insertion of components Surface mounting of components Wave soldering INDIVIDUALS? SPECIALIZED KNOWLEDGE The Rent-Earning Potential of Resources and Capabilities THE EXTENT OF THE COMPETITIVE ADVANTAGE ESTABLISHED Scarcity Relevance Durability SUSTAINABILITY OF THE COMPETITIVE ADVANTAGE Transferability THE PROFIT EARNING POTENTIAL OF A RESOURCE OR CAPABILITY Replicability Property rights APPROPRIABILITY Relative bargaining power Embeddedness Two approaches to identifying an organization? s resources and capabilities Starting from the inside Starting from the outside Key Success Factors †¢How do customers choose? †¢What do we need to survive competition? What resources capabilities do we need to deliver these KSFs? Assessing a Companies Resources and Capabilities: The Case of VW RESOURCES Importance VW’s Relative Strength 4 5 8 CAPABILITIES Importance VW’s Relative Strength R1. Finance R2. Technology R3. Plant and equipment 6 7 8 C1. Product development C2. Purchasing C3. Engineering C4. Manufacturing 9 7 7 8 6 6 9 4 5 9 7 3 4 4 R4. Location R5. Distribution 7 8 4 5 C5. Financial management C6. RD C7. Marketing sales C8. Government relations 4 8 Appraising VW’s Resources and Capabilities (Hypothetical only) 10 Superfluous Strengths Key Strengths C3 Relative Strength C8 C2 R2 R1 C6 R4 C5 Zone of Irrelevance 1 5 R3 C4 R5 C1 C7 5 1 Key Weaknesses 10 Strategic Importance Appraising the Capabilities of a Business School (illustrative only) Superfluous strengths Key strengths 6 9 3 Parity Inconsequential weaknesses 8 12 11 Deficient Not important 10 7 5 2 C1 Alumni relations C2 Student placement C3 Teaching C4. Administration C5 Course develpment C6 Student recruitment C7 Research C8 Corporate relations C9 Marketing C10 IT C11 PR C12 HRM Superior Relative Strength 4 1 Key weaknesses Critically important Importance Amoco’s Appraisal of Organizational Capabilities (illustrative only) 1. Effective deal making 2. Rapid new product Key strengths development 3. Relentless cost forms 4. Product quality 5. JV management 4 6. Superior EHS management 7. Managing culturally diverse workforce 2 8. Fast decision 3 making 9. Customer 1 segmentation 10. Capture synergies across divisions 8 Key weaknesses 11. Effective procurement Needed Superior Superfluous strengths 6 9 Parity 5 Inconsequential weaknesses 11 Deficient Not important 10 7 Needed to play 1 to win Importance Distinctive Capabilities as a Consequence of Childhood Experiences Company Capability Past History Exxon Financial management Exxon? s predecessor, Standard Oil (NJ) was the holding co. for Rockefeller? s Standard Oil Trust RD/ Shell Coordinating decentralized global empire Elephant hunting† Deal making in politicized environments Lubricants Shell a j-v formed from Shell TT founded to sell Russian oil in China, and Royal Dutch founded to exploit Indonesian reserves Discovered huge Persian reserves, went on to find Forties Field and Prudhoe Bay The Enrico Mattei legacy; the challenge of managing gover nment relations in post-war Italy Vacuum Oil Co. founded in 1866 to supply patented petroleum lubricants 2 BP ENI Mobil Approaches to Capability Development 1) Acquire and develop the underlying resources. Especially human resources Externally (hiring) Internally through developing individual skills 2) Acquire/access capabilities externally through acquisition or alliance ) Greenfield development of capabilties in separate organizational unit (IBM the PC, Xerox PARC, GM Saturn) 4) Build team-based capabilities through training and team development (i. e. develop organizational routines) 5) Align structure systems with required capabilities 6) Change management to transform values and behaviors (GE, BP) 7) Product sequencing (Intel , Sony, Hyundai) 8) Knowledge Management (systematic approaches to acquiring, storing, replicating, and accessing knowledge) Product Sequencing to Build Capabilities: Hyundai Capabilities †¢Auto styling design †¢Casting forging †¢Chassi s design †¢Tooling †¢Body production †¢Export mktg. †¢Assembly †¢Production engineering †¢Local marketing SKD CKD Ford Cortina †¢FWD engineering †¢CAD/CAM †¢Assembly control systems †¢Advanced component handling Hydrodynamics †¢Thermodynamics †¢Fuel engineering †¢Emission control †¢Lubrication †¢Kinetics vibration †¢Ceramics †¢Electronic control systems †¢Large-scale design integration †¢Global logistics †¢Lifecycle engineering „Alpha? engine Accent Avante Sonanta Pony Excel Products 1968 1970 1974 1985 1994-95 What Determines Organizational Capability in Football? Matt Busby Alf Ramsey Manchester U. Ipswich Liverpool Glasgow Celtic Derby/Notts F. 1945-70 1955-64 1959-74 1965-78 1972-84 1974-83 1980-86 19861985-95 19962000-04 2004- Who are the outstandingly successful team managers (coaches) in British football? Bill Shankley Jock Stein Brian Clough Bob Paisley Alex Ferguson Liv erpool Aberdeen Manchester U. Arsene Wenger Monaco Arsenal Jose Mourinho Porto Chelsea Building Team Capabilities in Soccer: Alex Ferguson at Manchester United †¢Find/develop young players Scouting staff doubled— â€Å"find the best. † Building youth team—1992 youth team included Ryan Giggs, David Beckham, Paul Scholes, Nicky Butt, Gary Neville †¢State-of-the-art training complex †¢Rigorous training schedule (+war on booze) †¢Training †¢Developing coordination †¢Training for team skills †¢Building team spirit—â€Å"team functions with single spirit constant flow of mutual support†; â€Å"Talent without unity of purpose is hopeless† Build a core of group internally Supplement with key purchases †¢Blending personalities as well as skills †¢Player rotation for experimentation flexible coordination †¢Structuring the team †¢Cross-functional integration Building the wider team—coaches, scouts, physiotherapists, psychologists, even cleaners Summary: A Framework for Analyzing Resources and Capabilities 4. Develop strategy implications: (a) In relation to strengthsHow can these be exploited more effectively and fully? (b) In relation to weaknesses Identify opportunities to outsourcing activities that can be better performed by other organizations. How can weaknesses be corrected through acquiring and developing resources and capabilities? 3. Appraise the firm’s resources and capabilities in terms of: (a) strategic importance (b) relative strength 2. Explore the linkages between resources and capabilities STRATEGY POTENTIAL FOR SUSTAINABLE COMPETITIVE ADVANTAGE CAPABILITIES 1. Identify the firm’s resources and capabilities RESOURCES Knowledge Management and the Knowledge-based View of the Firm OUTLINE 1) Why the surge of interest in knowledge management (KM)? kn. as the key resource of the firm giving us a better understanding of management 2) What is KM? 3) What progress have we made, what are the key gaps, which areas are likely to add most value? 4) Developing strategy: Exploiting strengths, protecting and eliminating weaknesses 5) Building the capability base: Can it be done? How? 6) What can be learn from Knowledge Management? 7) Implications for organizational structure. Knowledge Processes within the Organization Knowledge Creation †¢ Research †¢ Training †¢ Recruitment †¢ Intellectual property licensing †¢ Benchmarking †¢ New product development †¢ Operations †¢ Strategic planning †¢ Communities of practice †¢ Best practices transfer †¢ On-the-job training †¢ Databases †¢ Standard operating practices †¢ Intellectual capital accounting †¢ Competency modeling †¢ Project reviews †¢ Competency modeling Knowledge Generation (â€Å"Exploration†) Knowledge Acquisition Knowledge Integration Knowledge Sharing Knowledge Application (â€Å"Exploitation†) Knowledge Replication Knowledge Storage Organization Knowledge Measurement Knowledge Identification Nonaka? Knowledge Conversion Matrix Tacit Knowledge SOCIALIZATION Sharing of tacit knowledge among individuals and from the organization to the individual TO Explicit Knowledge EXTERNALIZATION The articulation an d systematization of tacit into explicit knowledge. Use of metaphor to communicate tacit concepts Tacit Knowledge FROM Explicit Knowledge INTERNALIZATION Instructions and principles are converted into intuition and routines COMBINATION A key role of information systems is to combine different units of information and other forms of explicit knowledge What is Knowledge Management? Data mining On-thejob Training Courses Seminars Benchmarking Intellectual Capital Accounting IT Communications New Product Development Intellectual Property Protection Best Practice Transfer CRM Strategic Alliances ERP Lessons learned Customer Market Analysis Scenario TQM Analysis Research Definition: â€Å"The systematic leveraging of information and expertise to improve organizational innovation, responsiveness, productivity and competency. † (Lotus division of IBM) Types Levels of Knowledge (and Knowledge Conversion) Levels of knowledge Individual Organization Databases Systems procedures Intellectual property Explicit Types of Knowledge Tacit Information Facts Scientific kn. Skills Know-how Organizational routines Replication through Knowledge Systematization Levels of knowledge Individual Organization Databases Systems procedures Intellectual property ‘INDUSTRIAL’ ENTERPRISES Explicit Types of Knowledge EXAMPLES †¢ Ford †¢ McDonalds †¢ Starbucks †¢Accenture Information Facts Scientific kn. CRAFT ENTERPRISES Tacit Skills Organizational capabilities Knowledge Transfer Mechanisms D I S S E M I N A T I O N B R E A D T H M a n y Rules, procedures directives Modular integration Manuals reports Communities Communities -of-interest -of-practice Internal consultants Group -ware Training seminars courses Informal visits Telephone Low (know-how contextual kn.. ) Shared data bases E-mail Video conferencing Data exchange F e w Personnel transfer Meetings On-the job training Fax ABILITY TO CODIFY High (explicit kn.. information Designing a Knowledge Management System †¢ What kn. processes which are critical to creating value competitive advantage? Dow: creating and exploiting patents McKinsey Co. : sharing kn. retaining experienced consultants Accenture: systematization. ) †¢ What are the characteristics of the relevant kn.? †¢ What mechanisms are needed for the generation and application of the relevant kn.? †¢ What organizational conditions need to be in place in order for knowledge management mechanisms to work? Organizational structures Incentives to contributors and users Behavioral norms and values Exhibit 3. 6 The value chain within an organisation Source: Adapted with the permission of The Free Press, a Division of Simon Schuster Adult Publishing Group, from Competitive Advantage: Creating and Sustaining Superio r Performance by Michael E. Porter. Copyright  © 1985, 1998 by Michael E. Porter. All rights reserved Exhibit 3. 7 The value network Source: Adapted with the permission of The Free Press, a Division of Simon Schuster Adult Publishing Group, from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter. Copyright  © 1985, 1998 by Michael E. Porter. All rights reserved

Objectives of Comesa free essay sample

Objectives of COMESA COMESA was established in 1994 to replace the Preferential Trade Area for Eastern and Southern Africa (PTA), which had been in existence since 1981. The PTA was established within the framework of the OAUs Lagos Plan of Action (LPA) and the Final Act of Lagos (FAL). Both the LPA and the FAL envisaged an evolutionary process in the economic integration of the continent in which regional economic communities would constitute building blocks upon which the creation of an African Economy Community (AEC) would ultimately be erected. The PTA, and hence COMESA, was established to take advantage of a larger market size, to share the regions common heritage and destiny to allow greater social and economic co-operation, with the ultimate objective of creating an economic community. The current members of COMESA are: Angola, Burundi, Comoros, Democratic Republic of Congo, Djibouti, Egypt, Eritrea, Ethiopia, Kenya, Madagascar, Malawi, Mauritius, Namibia, Rwanda, Seychelles, Sudan, Swaziland, Uganda, Zambia and Zimbabwe. We will write a custom essay sample on Objectives of Comesa or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The aims and objectives of COMESA are defined in the Treaty and its Protocols. In summary, the main objective is to facilitate the removal of all structural and institutional weaknesses of member States, and the promotion of peace; security and stability so as to enable them attain sustained development individually and collectively as a regional bloc.

Empowerment Essays

Empowerment Essays Empowerment Essay Empowerment Essay There have been countless studies on how to improve the teaching profession. But what do educators themselves think What do they say they need to excel in their jobs And what obstacles do they commonly face . Teachers want to work in schools where they can thrive, and theyâ„ ¢re not going to thrive and extend themselves if they donâ„ ¢t feel comfortable with their colleagues and the management. | | It comes down to leaders creating a clear and compelling vision around learning and really going to bat for teachers. They have to create a safe environment for teachers†an environment where teachers feel they can make decisions that matter in both their classrooms and their institute. More broadly, effective leaders create structures in which itâ„ ¢s clear that teachers have a certain authority. In some states, according to our surveys, we have only a third of teachers agreeing that they are centrally involved in school decision-making. What they want from leaders is to have processes where they can really understand their role in learning and can really respond to situations and engage in ways that make sense to them. The pressures on principals today are overwhelming. Principals must deal with federal and state accountability systems, assessments, parents and community, and in the end, they are ultimately accountable for performance. It is difficult to let go and empower others when you know it is your neck on the line for results. But of course, in the end, it is that team effort and drawing the best from staff that will generate improved performance. Thatâ„ ¢s just a tough leap. And itâ„ ¢s even tougher for principals if they donâ„ ¢t have supportive environments, either. Many were not prepared to serve as the visionary, instructional leaders we now expect. They receive little induction and professional development of their own, and are often not empowered to make decisions at their school that they believe are necessary due to local, state, and federal policy. This is why we have started to ask principals specific questions about their support and work environment on the survey. To better understand how to empower teachers we need to understand how to empower and support strong school leaders. Are there things that teachers themselves can do to improve their career satisfaction Thatâ„ ¢s a great question, and itâ„ ¢s something weâ„ ¢ve had to think about a lot. I mean, can you have teacher empowerment when the school leadership isnâ„ ¢t necessarily willing to create safe structures and engage teachers as partners I think the answer is yes, but itâ„ ¢s not easy. I think teachers in that situation need to find other outlets to be advocates for themselves, for their profession, and for their students. Between opportunities at the state and district levels, and working with parents and other community members, I think there are ways teachers can be engaged in their work and take on more active roles even when not encouraged internally to do so. The other thing weâ„ ¢ve seen is teachers working with colleagues on their own to start creating the kind of environments they want in their schools. They create professional learning communities, finding time to collaborate. They seek out their own professional development opportunities and advocate for themselves to be able to go and learn, so they can bring that knowledge back to their colleagues. But again, this takes a lot of care and commitment†and time. Itâ„ ¢s hard for teachers to sustain over the long haul if they arenâ„ ¢t given support from leadership. What changes do you see in the teacher profession in the years ahead Schools and districts are already starting to look at recruitment and retention in very different ways. For a number of reasons, for a long time teaching has been viewed as a life-long career. We had this expectation that teachers would kind of come in on day one and have their classroom and then 30 years later theyâ„ ¢d be doing the same thing. But now you have younger people†the Gen-X and Gen-Y folks†who are looking at different ways of engaging in teaching and serving schools. The perception among many elite students who are interested in teaching is that itâ„ ¢s less of a career and more of a short-term way to gain experience and engage in meaningful work. I think this is just reality, and schools are starting to acknowledge this and figure out how to leverage the staff diversity it creates†and this involves using teachers differently. There are still going to be a lot of amazingly accomplished teachers who want to make education their lives. The important question is going to be, how can we design schools to give these teachers the flexibility and leadership capacity to mentor and get the best out of younger teachers who are maybe only planning on being in the profession for two or three years We need to draw upon our best teachers to ensure that these short-term educators are the best they can be and that they are really hitting on all cylinders while they are in the profession. We need to find new ways to identify these core, accomplished teachers and to give them new avenues to spread their expertise†through technology, for example. We need to create new career-advancement opportunities for them, give them greater decision-making authority and responsibility, and allow them to be successful in their work. So I think weâ„ ¢re going to see a greater diversification of roles for teachers. Teaching and Teacher Education 20 (2004) 277â€Å"289 Influence of teacher empowerment on teachersâ„ ¢ organizational commitment, professional commitment and organizational citizenship behavior in schools Ronit Boglera,*, Anit Somechb aDepartment of Education and Psychology, The Open University of Israel, P.O. Box 39328, 16 Klausner Street, Tel Aviv 61392, Israel b Faculty of Education, University of Haifa, Mount Carmel, Haifa 31905, Israel Abstract The present study focuses on the relationship between teacher empowerment and teachersâ„ ¢ organizational commitment, professional commitment (PC) and organizational citizenship behavior (OCB). It examines which subscales of teacher empowerment can best predict these outcomes. The data were collected through a questionnaire returned by a sample of 983 teachers in Israeli middle and high schools. Pearson correlations and multiple regression analyses indicated that teachersâ„ ¢ perceptions of their level of empowerment are significantly related to their feelings of commitment to the organization and to the profession, and to their OCBs. Among the six subscales of empowerment, professional growth, status and self-efficacy were significant predictors of organizational and PC, while decisionmaking, self-efficacy, and status were significant predictors of OCB. Practical implications of the study are discussed in relation to teachers, principals and policy-makers. r 2004 Elsevier Ltd. All rights reserved. During the past decade, teacher empowerment has received a great deal of attention from researchers who studied its relationship to various organizational outcomes. In their extensive literature review, Sweetland and Hoy (2000) state that though a thorough examination has been conducted to study the relationship between teacher empowerment and various organizational and personal characteristics, [t]he results are confusingâ„ ¢Ã¢â€ž ¢ (p. 710). The current study aims to examine teacher empowerment in relation to outcomes that reflect the behavior of teachers in school. These outcomes†teachersâ„ ¢ organizational commitment (OC), professional commitment (PC), and organizational citizenship behavior (OCB)†are key factors in their performance in a school setting (Howell Dorfman, 1986; Diefendorff, Brown, Kamin, Lord, 2002). 1. Theoretical framework 1.1. Teacher empowerment Research on teacher empowerment began to appear in the literature in the late 1980s (Edwards, ARTICLE IN PRESS *Corresponding author. Tel.: +972-3-6460617; fax: +972-3- 6465468. E-mail addresses: [emailprotected] (R. Bogler), [emailprotected] (A. Somech). 0742-051X/$ see front matter r 2004 Elsevier Ltd. All rights reserved. doi:10.1016/j.tate.2004.02.003 Green, Lyons, 2002). Empowerment, as perceived by Short, Greer and Melvin (1994) is defined as a process whereby school participants develop the competence to take charge of their own growth and resolve their own problemsâ„ ¢Ã¢â€ž ¢ (p. 38). It is individualsâ„ ¢ belief that they have the skills and knowledge to improve a situation in which they operate. In their national study on empowerment of teacher leaders, Rinehart and Short (1991) found that reading recovery teacher leaders were more highly empowered than reading recovery teachers or classroom teachers. This finding was explained as a result of reading recovery teacher leadersâ„ ¢ having more opportunities to make decisions and grow professionally, having control over daily schedules and feeling a high level of teaching competency. According to Maeroff (1988), teacher empowerment consists of improved status, increased knowledge and access to decisionmaking. Short and Rinehart (1992) identify six dimensions of teacher empowerment: decisionmaking, professional growth, status, self-efficacy, autonomy and impact. In a study devoted to the concept of teacher empowerment, Short (1994a) describes the six dimensions in detail. Decisionmaking refers to teachersâ„ ¢ participation in critical decisions that directly affect their work, involving issues related to budgets, teacher selection, scheduling, and curriculum. To be effective, teachersâ„ ¢ participation in decision-making must be genuine, and the teachers need to be confident that their decisions actually impact real outcomes. Professional growth refers to the teachersâ„ ¢ perception that the school provides them opportunities to grow and develop professionally, to continue to learn, and to expand their skills during their work in school. Status refers to the professional respect and admiration that the teachers perceive that they earn from colleagues. Respect is also granted for the knowledge and expertise that the teachers demonstrate, resulting in support of their actions from others. Self-efficacy refers to the teachersâ„ ¢ perception that they are equipped with the skills and ability to help students learn, and are competent to develop curricula for students. The feeling of mastery, in both knowledge and practice, that results in accomplishing desired outcomes is critical in the teachersâ„ ¢ sense of selfefficacy. Autonomy refers to the teachersâ„ ¢ feeling that they have control over various aspects of their working life, including scheduling, curriculum development, selection of textbooks and planning instruction. This type of control enables teachers to feel free to make decisions related to their educational milieu. Impact refers to the teachersâ„ ¢ perception that they can affect and influence school life. Teacher empowerment has been studied in relation to job satisfaction (Rinehart Short, 1994), participation in decision-making (Gruber Trickett, 1987; White, 1992), commitment (Wu Short, 1996), conflict (Johnson Short, 1998; Rinehart, Short, Johnson, 1997; Short, 1994b), instructional practice and student academic achievements (Marks Louis, 1997; Smylie, 1994), and principal leadership (Blas!e Blas!e, 1996; Johnson Short, 1998; Kirby Colbert, 1994; Rinehart, Short, Short, Eckley, 1998). Previous research (Sweetland Hoy, 2000), supports four assumptions regarding teacher empowerment: first, teacher empowerment is most effective when it is oriented to increase teacher professionalism; second, empowerment has at least two dimensions: organizational and classroom; third, empowering teachers has its greatest impact on student achievement when the emphasis is on the core technology of teaching and learning in schools; fourth, to be effective, teacher empowerment needs to be authentic (pp. 710â€Å"711). Teacher empowerment is, therefore, perceived as a crucial factor that affects school effectiveness (Wall Rinehart, 1998). In the present study, we chose three variables that the literature found as related to school effectiveness: organizational commitment, PC and OCB. Teachersâ„ ¢ commitment to the organization†the school†has been found to predict school effectiveness (Howell Dorfman, 1986; Rosenholtz, 1991). A positive relationship has been found between organizational commitment and regular employee attendance, and an inverse relationship between organizational commitment and turnover intention (Balfour Wechsler, 1996; Porter, Steers, Mowday, Boulian, 1974). Employees who are highly committed to both the profession and the organization were found to perform better than the less committed ARTICLE IN PRESS 278 R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 ones, a behavior which results in improved overall effectiveness of the organization (Aranya Ferris, 1984). Teachersâ„ ¢ PC has been found to be critical to good instruction (Firestone Pennell, 1993). Finally, the impact of OCB on the school organization is dramaticâ„ ¢Ã¢â€ž ¢; it contributes to the overall effectiveness of the school and reduces the management component of the administratorâ„ ¢s roleâ„ ¢Ã¢â€ž ¢ (DiPaola Tschannen-Moran, 2001, p. 434). OCB promotes organizational performance because it presents effective measures to manage the interdependencies between members of a work group, and consequently increases the outcomes achieved by the collective (Organ, 1990, Smith, Organ, Near, 1983). This study aims to investigate the relationship between teacher empowerment and these three outcomes: teachersâ„ ¢ organizational and PC and their OCB. More specifically, we attempt to determine which subscales of teacher empowerment can best predict these outcomes. 1.2. The relationship between teachersâ„ ¢ empowerment and their organizational and PC Organizational commitment, as defined by Mowday, Steers and Porter (1979), is the relative strength of an individualâ„ ¢s identification with and involvement in a particular organizationâ„ ¢Ã¢â€ž ¢ (p. 226). This concept is based on three factors: the acceptance of the organizationâ„ ¢s goals and values (identification), the willingness to invest effort on behalf of the organization (involvement), and the importance attached to keeping up the membership in the organization (loyalty). These characteristics imply that the members of the organization wish to be active players in the organization, have an impact on what is going on in it, feel that they have high status within it, and are ready to contribute beyond what is expected of them. This is especially true when the leaders of the organization are perceived as adopting consultative or participative leadership behavior, where shared decision-making is prevalent (Yousef, 2000). In this case, when leaders are perceived as participative, employees feel more committed to the organization, express higher levels of job satisfaction, and their performance is high. Among the empowerment subscales, the literature refers to a number of dimensions that relate to organizational commitment. In a number of studies (reviewed by Firestone Pennell, 1993), teachersâ„ ¢ autonomy in making classroom decisions, their participation in school-wide decisionmaking, and their opportunities to learn were among the organizational conditions that showed a strong association with teacher commitment to the organization. A positive relationship was also found between organizational commitment and job involvement (Blau and Boal, 1989). PC is the degree to which a personâ„ ¢s work performance affects his self-esteemâ„ ¢Ã¢â€ž ¢ (Lodahl Kejner, 1965, p. 25). For a person who is professionally committed, work is a vital part of life. This means that both the work itself and the co-workers are very meaningful to the employee, in addition to the importance s/he attaches to the organization as a whole. Active participation in decision-making increases involvement and PC, which result in a higher level of acceptance and satisfaction. Evers (1990) suggested that teachersâ„ ¢ successful participation in decision-making could be explained by the feeling of ownership that comes from initiating ideas rather than responding to othersâ„ ¢ proposals. Gaziel and Weiss (1990) claimed that teachersâ„ ¢ participation, based on establishing a strong voice in decisions and policies, was a characteristic of professional orientationâ„ ¢Ã¢â€ž ¢, and fostered better working relations among staff members. With regard to self-efficacy, studies have shown that teachers with a greater sense of efficacy are more enthusiastic about teaching (Guskey, 1984), report a higher level of commitment to teaching (Coladarci, 1992; Evans Tribble, 1986), and are more likely to remain in teaching (Glickman Tamashiro, 1982). Wu and Short (1996), who studied the relationship between teacher empowerment and teacher job commitment and job satisfaction, found that among the six subscales that compose the teacher empowerment scale (SPES), professional growth, self-efficacy and status were significant predictors of job commitment. We were interested to see whether similar results would be found in this study with regard to other outcomes, such as organizational commitment and OCB. ARTICLE IN PRESS R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 279 1.3. The relationship between teacher empowerment and OCB The concept of OCB, derived from Katzâ„ ¢s (1964) conception of extra-role behavior, was first introduced by Organ (1977) who defined it as behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organizationâ„ ¢Ã¢â€ž ¢ (Organ, 1988, p. 4). Researchers have recognized the significant impact of OCB on the success of an organization (e.g., Chen, Hui, Sego, 1998; Karambayya, 1989). As several scholars have noted (e.g., George, 1996; Katz Kahn, 1966; Organ Konovsky, 1989), OCBs are important to the organization because through formal job descriptions, organizations cannot anticipate the whole range of behaviors needed for the achievement of organizational goals (Vanyperen, van den Berg, Willering, 1999). OCB provides the organization with additional resources and eliminates the need for expensive formal mechanisms otherwise crucial to successful restructuring processes. Today, as schools move into a new era of reorganization (Blas!e Blas!e, 1996; Clement Vandenberghe, 2000; Reitzug, 1994; Wall Rinehart, 1998), performancedefined as prescribed by task roles†is necessary but not sufficient for predicting school effectiveness. Therefore, schools will have to be more dependent on teachers who are willing to exert considerable effort beyond formal job requirements, namely, to engage in OCB. (Somech Drach-Zahavy, 2000). OCB refers to various dimensions such as altruism, conscientiousness (also termed generalized complianceâ„ ¢Ã¢â€ž ¢), sportsmanship, courtesy, and civic virtue (Organ, 1988); obedience, loyalty, and various types of participation (Van Dyne, Graham, Dienesch, 1994); and helping and voice (Stamper Van Dyne, 2001; Van Dyne LePine, 1998). The notion of behaviors directed towards the individual and the organization was first introduced by Williams and Anderson (1991), and in the educational setting, it corresponds to behaviors directed towards students, teacher colleagues, and to the whole school. OCBs operate indirectly; they influence the social and psychological environment of organizations, which in turn influence the technical core (Diefendorff et al., 2002). OCB affects the technical core since it involves extra role behaviors of some teachers toward students and teachers. These teachers help students with class materials, acquire expertise in new areas that contribute to their work, prepare special assignments for higher- or lower-level students, volunteer for school committees, set up learning programs for substitute teachers, help absent colleagues by assigning learning tasks to their classes, and work collaboratively with others. All these OCBs relate to the technical core of the organization. However, in the case of teachers who exhibit OCBs, they also help to achieve organization goals. This is reflected through extra role behaviors toward the organization, expressed by teachers organizing social activities for the school, volunteering for roles and tasks that are not part of their jobs, providing innovative suggestions to improve the school and by organizing joint activities with parents above the norm. Research on OCB in schools is very limited (DiPaola Tschannen-Moran, 2001). In this study, we have adopted the concept of OCB as investigated in educational settings. Based on Zimmerman and Rappaport (1988) who view the concept of empowerment as a sense of civic dutyâ„ ¢Ã¢â€ž ¢ involving democratic participation and affecting community life and social issues (p. 136), one can expect to find a relationship between empowerment and OCB. Participation in decision-making, one of the characteristics of teacher empowerment, has been found to lead to engagement in OCB in various contexts (Porter, Lawler, Hackman, 1996). Self-efficacy has been found to be related to OCB toward the team and the organization, but not related to the student (Somech Drach-Zahavy, 2000). To date, limited research has been conducted on the relationship between teachersâ„ ¢ commitment to the organization, their PC, OCB, and teacher empowerment. Since the current literature cannot lead to definite hypotheses regarding the relationship between the subscales of teacher empowerment and school outcomes, it is our goal to determine which subscales best predict the three outcomes: teachersâ„ ¢ organizational commitment, ARTICLE IN PRESS 280 R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 PC and OCB. The findings of the study may have important implications for teachers and principals, and consequently for the entire school. 2. Method 2.1. Participants The teachers in this study were sampled from a random sample of schools located in the northern and central parts of Israel. The sample consisted of 983 teachers in 25 middle schools (grades 7â€Å"9) and 27 high schools (grades 10â€Å"12). Although it was not possible to reach a random sample of all schools in Israel, care was taken to select urban, suburban and rural schools from diverse populations that represent the composition of teachers in Israel with regard to gender and religion, age and education. Seventy-two percent were women; 73 percent Jewish and the rest Arab. Of the Jewish teachers, 78 percent were female, and of the Arab teachers, almost half (46 percent) were male. The average age was 38.5, with an average of 10 years of seniority in the current school, and 13.5 years of seniority as teachers. Sixty-four percent had a Bachelorâ„ ¢s degree, 26 percent had a Masterâ„ ¢s degree and 10 percent had a professionalâ„ ¢Ã¢â€ž ¢ degree (equivalent to a junior college diploma, with teaching credentials). These demographic characteristics were similar to those found in comparable studies on teachers in Israel (Rosenblatt, 2001; Somech Drach-Zahavy, 2000). 2.2. Research instrument A quantitative questionnaire, combining four Likert scales measuring OC, PC, OCB and teacher empowerment, was mailed in 2001 to teachers in 52 middle and high schools. The respondents were asked to refer to their current school, and to answer a range of questions about their feelings of empowerment, their commitment to the school and the profession, and their OCB in school. Teacher empowerment was measured using the School Participant Empowerment Scale (SPES) (Short Rinehart, 1992). The SPES measures teachersâ„ ¢ overall perception of empowerment. It is a 38-item instrument on a 5-point scale (scored from 1=strongly disagree to 5=strongly agree). Factor analysis of the SPES revealed six dimensions at the basis of the construct. The dimensions and their internal consistency estimates (coefficient alphas) are: involvement in decision-making (0.89); opportunities for professional growth (0.83); status (0.86); self-efficacy (0.84); autonomy (0.81); and impact (0.82). The overall scale has reliability of 0.94 and the same reliability level of alpha was found in the current study. Examples of items are: I make decision about the implementation of new programs in the schoolâ„ ¢Ã¢â€ž ¢ (decisionmaking), I am treated as a professionalâ„ ¢Ã¢â€ž ¢ (professional growth), I believe that I have earned respectâ„ ¢Ã¢â€ž ¢ (status), I believe that I am empowering studentsâ„ ¢Ã¢â€ž ¢ (self-efficacy), I have the freedom to make decisions on what is taughtâ„ ¢Ã¢â€ž ¢ (autonomy), and I believe that I have an impactâ„ ¢Ã¢â€ž ¢ (impact). Organizational commitment was measured using Mowday et al.â„ ¢s (1979) Organizational Commitment Questionnaire (OCQ). This 15-item instrument measures affective rather than normative or continuance commitment, by asking the respondents to refer to their identification with and involvement in a particular organization. Examples of items are: I tell my friends that this school is a great school to work forâ„ ¢Ã¢â€ž ¢ and I feel very little loyalty to this schoolâ„ ¢Ã¢â€ž ¢ (reverse coded). A 7-point scale (scored from 1=strongly disagree to 7=strongly agree) was used. Scores on the 15 items were averaged to yield a summary score representing organizational commitment. The internal reliability estimates for the OCQ scores were strong across Mowday et al.â„ ¢s (1979) six samples (ranging from 0.82 to 0.93) and resulted in a single-factor solution. In the current study, the reliability level of alpha was 0.87. Professional commitment was measured using Lodahl and Kejnerâ„ ¢s (1965) 20-item scale, specifically adjusted to the educational setting. This instrument focuses on teachersâ„ ¢ job involvement and on the importance of work to them in general. Examples of items are: I live my job as a teacher 24 h a dayâ„ ¢Ã¢â€ž ¢ and Most things in my life are more important than my workâ„ ¢Ã¢â€ž ¢ (reverse coded). A 5- point scale (scored from 1=strongly disagree to 5=strongly agree), was used. Scores on the 20 ARTICLE IN PRESS R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 281 items were averaged to yield a summary score representing PC. The reliability level of alpha in this study was 0.87. Organizational citizenship behavior was measured using a 23-item scale developed and validated in the school context (Somech Drach- Zahavy, 2000). This instrument refers to discretionary behaviors that go beyond existing role expectations and are directed toward the individual, the group, or the organization as a unit. The OCB scale consists of three subscales: (a) eight items relate to students (e.g., I stay after school hours to help students with materials covered in classâ„ ¢Ã¢â€ž ¢), with a reliability level of alpha of 0.80; (b) seven items relate to colleagues (e.g., I help an absent colleague by assigning learning tasks to the classâ„ ¢Ã¢â€ž ¢), with a reliability level of alpha of 0.77; and (c) eight items relate to the school as a unit (e.g., I make innovative suggestions to improve the schoolâ„ ¢Ã¢â€ž ¢), with a reliability level of alpha of 0.87. A 5-point scale (scored from 1=strongly disagree to 5=strongly agree), was used. Scores on the 23 items were averaged to yield a summary score representing OCB. The reliability level of alpha in the current study was 0.92. 3. Results Preliminary analyses of t-tests were performed to determine whether there were gender and type of school (secondary/high schools) differences with regard to the research variables (i.e., teacher empowerment, organizational commitment, PC and OCB). The results revealed no significant differences (p > 0:05). In addition, the correlations between the other demographic variables (education and length of tenure) and the research variables were marginal (below 0.09); hence, we treated the participants as one group. Means, standard deviations and intercorrelations for the research variables are shown in Table 1. An examination of the means of the subscales of the SPES revealed that the subscales that received the highest scores were status (M ? 4:1), professional growth (M ? 3:8), impact (M ? 3:7) and self-efficacy (M ? 3:7). The lowest average score was ascribed to decision-making (M ? 3:1). The Pearson correlation matrix revealed that all six subscales were significantly (po0:0001) and positively correlated with organizational commitment (ranging from 0.34 to 0.65), PC (ranging from 0.37 to 0.68) and OCB (ranging from 0.21 to 0.61). The more the teachers perceived themselves as practicing any of the teacher empowerment components, the more they expressed commitment towards the organization, the profession, and OCBs. In addition, the correlation between organizational commitment and PC was positive and significant (r ? 0:68). Multiple regression analysis was employed to identify which empowerment dimensions best ARTICLE IN PRESS Table 1 Descriptive statistics and correlations Variable Mean s.d. 2 3 4 5 6 7 8 9 1. Decision-making1 3.1 0.73 0.54 0.34 0.60 0.63 0.63 0.34 0.41 0.61 2. Professional growth1 3.8 0.69 0.72 0.74 0.55 0.73 0.65 0.60 0.36 3. Statusa 4.1 0.62 0.62 0.44 0.67 0.58 0.51 0.21 4. Self-efficacya 3.7 0.65 0.56 0.77 0.53 0.58 0.50 5. Autonomya 3.3 0.84 0.61 0.37 0.37 0.39 6. Impacta 3.7 0.72 0.50 0.54 0.44 7. OCb 4.3 0.83 0.68 0.41 8. PCa 3.4 0.59 0.20 9. OCBc 3.1 0.72 Variables 1â€Å"6 are subscales of teacher empowermentâ„ ¢Ã¢â€ž ¢. All correlations are statistically significant, po0:0001: a Rating scale: 1=Strongly disagree; 5=Strongly agree b Rating scale: 1=Strongly disagree; 7=Strongly agree c Rating scale: 1=Very seldom; 5=Very often 282 R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 predict teachersâ„ ¢ organizational commitment, PC and OCB (see Tables 2â€Å"4). Tables 2â€Å"4 show the results of the multiple regression analysis for each of the outcomes: organizational commitment, PC and OCB, respectively. For each regression, all six components of teacher empowerment were included in the equation. Table 2 shows that three predictor variables† professional growth, status, and selfefficacy† were statistically significant predictors of organizational commitment and explained 44 percent of its variance (F?3674? ? 173:65; po0:0001). Results of the second multiple regression analysis (Table 3) indicate that the same three predictors†self-efficacy, professional growth, and status†were statistically significant predictors of PC and explained 40 percent of its variance (F?3665? ? 148:1; po0:0001). Results of the third multiple regression analysis (Table 4) indicate that three predictors†decision-making, self-efficacy, and status†were statistically significant predictors of OCB and also explained 40 percent of its variance (F?3640? ? 144:23; po0:0001). An evaluation of the assumptions of each of the three regression models yielded no violations of assumptions of linearity, normality, and homoscedasticity of residuals. 4. Discussion The findings regarding the means of the six dimensions of teacher empowerment appear to be consistent with previous studies. Wall and Rinehart (1998), for example, found that the most frequent dimensions of empowerment, amongst high school teachers, were in descending order: status (M ? 4:14; s.d.=0.51), self-efficacy, impact, professional growth, autonomy and decisionmaking (M ? 2:94; s.d.=0.72). In the present study, we found very similar results: status (M ? 4:10; s.d.=0.62), professional growth, impact, self-efficacy, autonomy and decision-making (M ? 3:06; s.d.=0.73). These findings imply that teachers feel that they are respected (status), have opportunities for professional growth, are effective at their job (impact) and perform well (selfefficacy). Yet, in both the American sample and in our population, teachers did not feel that they were involved in the process of decision-making. We can speculate that either teachers are not aware of their involvement, or that they really ARTICLE IN PRESS Table 2 Regression coefficients and F-test value for organizational commitment Variable B SE b F R2 Professional growth 0.62 0.07 0.44___ 87.69 0.44 Status 0.36 0.07 0.22___ (6,671, po0:0001) Self-efficacy 0.23 0.07 0.15 Autonomy 0.01 0.05 0.01 Decision making 0.03 0.06 0.02 Impact 0.12 0.07 0.09 Constant 0.63 0.20 ___po0:0001: Table 3 Regression coefficients and F-test value for professional commitment Variable B SE b F R2 Self-efficacy 0.25 0.05 0.29___ 75.47 0.41 Professional growth 0.19 0.05 0.23___ (6,662, po:0001) Status 0.11 0.04 0.12_ Autonomy 0.05 0.03 0.07 Decision making 0.06 0.04 0.08 Impact 0.05 0.04 0.06 Constant 1.08 0.12 _po0:01; ___po0:0001: Table 4 Regression coefficients and F-test value for organizational citizenship behavior Variable B SE b F R2 Decision-making 0.46 0.04 0.46___ 71.88 0.40 Self-efficacy 0.39 0.06 0.35___ (6,637, po:0001) Status 0.17 0.05 0.14___ Autonomy 0.002 0.04 0.002 Impact 0.003 0.06 0.003 Professional growth 0.04 0.06 0.03 Constant 1.04 0.16 ___po0:0001: R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 283 were not given the opportunity to participate in various forms of school decision-making. (Wall Rinehart, 1998 suggest these considerations in their discussion about the role of the school councils in the schools they sampled). The results of the present study showed that two of the six subscales, self-efficacy and status, significantly predicted all three outcomes: organizational commitment, PC and OCB. Another subscale, professional growth, predicted two of the outcomes: organizational and PC. Participation in decision-making predicted OCB. The results regarding the criterion variable, organizational commitment, correspond with earlier findings that investigated the SPES subscales (Wu Short, 1996). In their study, Wu and Short found that professional growth, self-efficacy and status predicted organizational commitment and explained 45 per cent of its variance. These same subscales were found to explain 44 per cent of the variance of organizational commitment in the present study. Self-efficacy is oneâ„ ¢s perception of oneâ„ ¢s competence and ability to act. In educational settings, it was found that when teachers believe that they can make a difference with their students, they do (Gibson Dembo, 1984). The importance of selfefficacy as a predictor of all three outcomes can be understood if we relate to the original concept of self-efficacy developed by Bandura (1977). According to Bandura, self-efficacy is based on two dimensions that he labeled outcome expectancyâ„ ¢Ã¢â€ž ¢ and efficacy expectancyâ„ ¢Ã¢â€ž ¢ (p. 79). Outcome expectancyâ„ ¢Ã¢â€ž ¢ implies that an individual estimates that a given behavior will result in certain outcomes. Efficacy expectationsâ„ ¢Ã¢â€ž ¢ refer to behaviors toward the expected outcomes. Not surprisingly, where teachers report higher levels of self-efficacy, they exhibit more organizational behaviors. Teachers who have high expectations of themselves to perform effectively and successfully in school will carry out extra functions beyond the formal ones and will feel more committed to their school and to the teaching profession. With regard to status, our findings demonstrate that teachers who have a high sense of status in their work tend to invest in more OCBs and to feel more committed to the organization and to the teaching profession than teachers who do not express that level of status recognition. Teachers who perceive that they have the professional respect and admiration of their colleagues, in addition to acknowledgement of their expertise and knowledge, will be more inclined to contribute to their schools. Their contribution will be exhibited in the expression of greater commitment to the profession and the organization and in practicing OCBs that reflect helping others (students, colleagues, and the organization as a whole). Professional growth, oneâ„ ¢s belief that one works in a supportive and nurturing environment that stimulates professional growth and development, may impact oneâ„ ¢s feeling of commitment to the organization and the profession. The more teachers perceive that they have opportunities for professional growth, the more they will strive to act for the good of the organization and the profession. According to Firestone and Pennell (1993), the knowledge demands of the new teaching strategies have stimulated the need to bring about the professionalization of teaching, of which professional growth is one measure. Teachersâ„ ¢ commitment depends on their drive and will to grow professionally, a fact that has implications for the quality of instruction that the teachers will maintain. Lastly, participation in decision-making, the subscale of teacher empowerment that was one of the predictors of OCB, was found in previous research to be linked to OCB (e.g., Vanyperen et al., 1999). Participation in decision-making is joint decision-making or decision-making that is a product of shared influence by a superior and his or her employee (Koopman Wierdsma, 1998). It was found to affect job satisfaction (Rice Schneider, 1994) and as such, it is reasonable to assume that teachers satisfied with their jobs will, among others, exhibit more OCBs. A number of studies have shown a positive relationship between participation in decision-making and organizational commitment (e.g., Hoy, Tartar, Bliss, 1990; Louis Smith, 1991). In the present study, there was significant positive correlation between the two; however, decision-making was not found to be a predictor of organizational commitment ARTICLE IN PRESS 284 R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 but rather of OCB. One might expect that teachers who report that they participate in decisionmaking processes in their school will show more OCBs that are reflected in activities beyond their existing role expectations. However, it was surprising that participative decision-making was not found to be a predictor of organizational commitment. One explanation for this finding may be the fact that decision-making was treated as a onedimensional construct rather than a two-dimensional one. Decision-making in the school setting involves participation in decision-making in the technical domain (i.e., dealing with students and instruction), and in the managerial domain (i.e., dealing with school operations and administration). By combining these two dimensions, which may sometimes conflict, we may have caused cancellation out of both. In another study, Somech and Bogler (2002) found that teachersâ„ ¢ participation in technical decisions did not predict organizational commitment; however, teachersâ„ ¢ participation in managerial decisions was found to predict organizational commitment. Findings regarding the significant positive correlation between organizational commitment and PC confirm previous research (e.g., Cohen, 2000), and contradict other research that asserted that there may be a conflict between the two concepts (e.g., Wallace, 1993). The results of the present study may imply that there is no inherent conflict between organizational commitment and PC, although a tension between the two may exist (Aranya Ferris, 1984). Teacherâ„ ¢s perceived autonomy and impact were the least effective predictors of any of the outcomes examined, since both these variables were excluded from the regression equation. Although these findings are consistent with other research which examined the predictors of job satisfaction and organizational commitment among the six dimensions of teacher empowerment (Wu Short, 1996), they are somewhat surprising. One would expect teachers who experience a high level of autonomy and feel that they have great impact on what is going in school, to report higher levels of commitment to the school and to their profession and to contribute more than expected of them to the school. The current results imply that the two constructs, autonomy and impact, may not be directly related to the outcomes examined here since individuals who feel that they are autonomous and have impact in their workplace do not necessarily translate these feelings into behaviors that reflect great commitment to the organization, to the profession, or to OCB. It is interesting to relate OCB to the concept of a teacher professional community or a teacher learning community (Darling-Hammond Sykes, 1999). A professional community of teachers is characterized by three key features: a common set of activities that provide frequent face-to-face interaction, specific organizational structures to assist in developing common understandings, values and expectations for behavior to evolve, and a core of shared values regarding what students should learn, how faculty and students should behave and the shared goals to maintain and support the community (Louis, Kruse, Bryk, 1995). Obviously, such a professional learning community involves the establishment of a school-wide culture that makes collaboration expected, wide-ranging, authentic, continuing, and focused on student outcomes (Toole Louis, 2002, Chapter 8). In order for such a community to exist, it is expected that extra-role behaviors, in addition to in-role behaviors, should be implemented in the school setting. Without applying discretionary behaviors that go beyond the existing role expectations, and that are directed to the students, the teachers and the school organization as a unit, it would be almost impossible for a community of teachers to become a professional learning community. Kruse, Louis and Bryk (1995) indicate that one of the preconditionsâ„ ¢Ã¢â€ž ¢ for the development of a professional learning community is the openness to improvement, trust and respect, access to expertise, supportive leadership and socialization. To achieve these human and social resources, it is crucial that teachers demonstrate OCB, since this affects the social and psychological environment of the organization reflected in shared norms and values, a focus on student learning, reflective dialogue with colleagues, and peer collaboration. ARTICLE IN PRESS R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 285 5. Conclusions and implications This study primarily investigated the relationship between teacher empowerment and organizational commitment, PC and OCB. The findings demonstrate that a number of teacher empowerment dimensions have an impact on these outcomes in the school setting, but a number of limitations should be considered when interpreting these findings. First, since all measures used are self-reports, common method variance is a problem, as well as social desirability effects. Although self-report data are commonly used to measure individual self-perception (Spector, 1994), one should bear in mind that they may not reflect the actual performance of the respondents. Second, although in selecting the sampled schools, care was taken with regard to the representation of urban, suburban and rural schools serving diverse populations that represented the composition of teachers in Israel with regard to gender, religion, age and education, we cannot generalize from this sample to all middle and high schools in Israel since the schools were located in the northern and central parts of Israel. Related to the issue of sampling is our 41 percent response rate, a rate not unusual in social science studies (e.g., Bogler, 1994; Kidder, 2002; Williams Shiaw, 1999), but a factor which should be kept in mind when attempting to generalize to a larger population. A study that randomly and representatively samples all the middle and high schools in the country could allow such generalization. In addition, this study viewed each variable as a single scale rather than as a multi-faceted one. In contrast, organizational commitment was studied elsewhere (Hartmann Bambacas, 2000) as a multi-method scale with three dimensions: affective commitment, continuance commitment, and normative commitment. This multi-level method may provide a better understanding of the phenomenon than using a single scale. One of the important contributions of the present study is that it underscores the relative effects of four teacher empowerment dimensions on the important outcomes of organizational commitment, PC and OCB in the school. These outcomes have been found to be beneficial to organizations. PC is considered a major determinant of organizational effectiveness (Pfeffer, 1994) and individual motivation (Hackman and Lawler, 1971). Organizational commitment has been found to affect employee identification with the organization, level of effort, and turnover (Stroh Reilly, 1997). OCB has been linked to increased performance (Brief Motowidlo, 1989). Two of the teacher empowerment dimensions, self-efficacy and status, appear to be crucial in predicting all three organizational outcomes and should therefore be strongly acknowledged by school principals who strive to raise teachersâ„ ¢ commitment to the organization and to the profession and to increase teachersâ„ ¢ motivation toward OCB for the benefit of the school. Principals need to establish working conditions that will bring teachers to perceive themselves as having a high level of competency, and experiencing high status and selfesteem. Second, teachers who view themselves as professionals or perceive opportunities to grow professionally may contribute more to the school as their commitment to the organization and to the profession increases. Principals need to recognize that the feelings and perceptions of teachers about their schools, and their desire to attain opportunities for professional growth, are beneficial to the organization itself. Finally, based on the finding that participation in decision-making is a predictor of OCB, school principals should acknowledge the significance of the extra-role, rather than the inrole, nature of OCB since it carries great advantages for other members in the organization, including other teachers, students and the school as a whole. Thus, principalsâ„ ¢ practice of jointdecision- making should be recognized as highly important to the organization and its members. The findings of the study should also be acknowledged by policy-makers outside the school on the assumption that achieving high levels of organizational commitment, PC and OCB are important to them. Thus, the Ministry of Education, as the centralized office, and its operational units on the local level, should encourage participation of teachers in seminars and programs that stress teachersâ„ ¢ professional growth and self-efficacy. It is assumed that once the teachers experience ARTICLE IN PRESS 286 R. Bogler, A. Somech / Teaching and Teacher Education 20 (2004) 277â€Å"289 greater opportunities for professional growth and acquire greater trust in their ability to achieve high-order goals (i.e., greater self-efficacy), their status will rise as well. As a result, and in addition to participating in shared decision-making with the principal, teachers may feel empowered at school, a fact that will reflect on their feelings of commitment toward the organization, the profession and their extra-role behavior. Possible extensions of this study could be to examine the effects of other variables, such as perceived supervisory support (Vanyperen et al., 1999) or job satisfaction, as mediating variables in the relationship between teacher empowerment (or its subscales) and school outcomes (either those that were examined in the present study or others). 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Alaric - Formation of the Gothic Kingdom Timeline

Alaric - Formation of the Gothic Kingdom Timeline Alaric Sacks Rome | Alaric Timeline Alaric Before 395: Alaric, a Gothic king [see Visigoths Timeline], had no territory or power base beyond his soldiers, but he was leader of the Goths for 15 years. When he died, his brother-in-law took over. When he died, Walla, and then, Theoderic ruled the Goths, but by then the Gothic king finally had a physical territory over which to rule. One of the historical sources, Claudian, says Alaric confronted the Emperor Theodosius at the Hebrus River in 391, but Alaric didnt come into prominence until 4 years later, in 395, when Stilicho sent Alaric and auxiliary troops who had served in the Battle of the Frigidus to the Eastern Empire. 395-397: The historian Zosimus claims Alaric, upset that he lacked a proper military title, marched on Constantinople to try to get it. According to Claudian, Rufinus, (de facto head of the Eastern Empire at the moment) bribed Alaric with Balkan provinces to sack, instead. Looting, Alaric advanced through the Balkans and via Thermopylae into Greece. In 397, Stilicho led naval forces against Alaric, forcing the Gothic troops to Epirus. This act provoked Rufinus, so he persuaded eastern Emperor Arcadius to declare Stilicho a public enemy. He withdrew and Alaric received a military position, perhaps magister militum per Illyricum. 401-402: Between then and 401, nothing is heard of Alaric. Gainas, a Gothic military leader under Theodosius, went in and out of favor so that Alaric thought his Goths would be better off elsewhere. They set off for the Western Empire, arriving at the Alps on November 18. Alaric threatened to invade Italy, and then carried through. He fought against Stilicho at Pollentia (map ), on Easter in 402. Stilicho won, took Alarics loot, his wife, and his children. The two sides signed a truce and Alaric withdrew from Italy, but soon Stilicho claimed Alaric had violated the terms, so they fought in the summer of 402 at Verona. 402-405: Although the battle was indecisive, Alaric withdrew to the Balkans, where he stayed until 404 or 405 when Stilicho granted him the office of magister militum for the West. In 405, Alarics people went to Epirus. This, again, upset the Eastern Empire who saw it as preparation for an invasion of Illyricum (map ). 407: Alaric marched to Noricum (Austria) where he demanded protection money what was probably enough to repay his losses at Pollentia in return for not invading Italy. Silicho, who wanted Alarics help elsewhere, persuaded Emperor Honorius and the Roman Senate to pay. 408: Arcadius died in May. Stilicho and Honorius planned to go East to tend to the succession, but Honorius magister officiorum, Olympius, persuaded Honorius that Stilicho was planning a coup. Stilicho was executed on August 22. Olympius refused to honor Stilichos bargain. Alaric next demanded gold and a hostage exchange, but when Honorius refused, Alaric marched on Rome and put the city under siege. There he was joined by veterans of other barbarian battles. The Romans feared starvation, so they promised to send an embassy to Honorius (in Rimini) to convince him to settle with Alaric. 409: The imperial legation met the Romans. Alaric demanded money, grain (it wasnt just the Romans who were hungry) and the top military office, magisterium utriusque militiae which post Stilicho had held. The imperials conceded money and grain, but not the title, so Alaric marched on Rome, again. Alaric made two more attempts with smaller demands, but was rebuffed, so Alaric set up his second siege of Rome, but with a difference. He also set up a usurper, Priscus Attalus, in December. The historian Olympiodorus says Attalus gave Alaric his title, but rejected his advice. 410: Alaric deposed Attalus and then took his troops near Ravenna to negotiate with Honorius, but he was attacked by a Gothic general, Sarus. Alaric took this as a token of Honorius bad faith, so he marched on Rome, again. This was the major sack of Rome mentioned in all the history books. Alaric and his men sacked the city for 3 days, ending on August 27. [See Procopius.] Along with their plunder, the Goths took Honorius sister, Galla Placidia, when they left. The Goths still didnt have a home and before they acquired one, Alaric died of a fever very soon after the sacking, at Consentia. 411: Alarics brother-in-law Athaulf marched the Goths into southern Gaul. In 415, Athaulf married Galla Placidia, but the new western magister utriusque militiae, Constantius, starved the Goths out, anyway. After Athaulf was assassinated, the new Gothic king, Walla, made peace with Constantius in exchange for food. Galla Placidia married Constantius, producing a son Valentinian (III) in 419. Wallas men, now in the Roman army, cleared the Iberian peninsula of Vandals, Alans, and Sueves. In 418 Constantius settled Wallas Goths in Aquitaine, Gaul. The Goths in Aquitaine were the 1st autonomous barbarian kingdom inside the Empire. Source Irene Hahns Review of Michael Kulikowskis Romes Gothic Wars: From the Third Century to Alaric (Key Conflicts of Classical Antiquity. Take the Alaric Quiz.