This paper uses the social penetration theory to analyze "Dances With Wolves", the novel written by Michael Blake and the film directed by Kevin Costner.
Abstract This paper explains that Irwin Altman and Dalmas Taylor's social penetration theory suggests as relationships grow deeper as self-disclosure deepens and uses social exchange theory, also called the game theory, to analyze the cost-reward balance of these self-disclosures. The author points out that "Dancing With Wolves" provides excellent examples of how totally different cultures can both attract and repel one another, how friendships and trust are formed by deeds not just words and how different intersecting strata of social and cultural lives either repel or attract one another. The paper relates that it teaches that the differences among people tend to be created without truly being aware of one another and can be resolved as those "onion skin" layers are removed revealing our true inner personalities.
From the Paper "There are many examples of initial encounters in "Dances With Wolves", and the manner of the meeting does not always provide the result of closeness, of course. What makes the novel so fascinating is the contact, verbal and non-verbal that links the white man with the Comanche, and prepares him for a life he had never known or understood before. Was it simply loneliness or necessity that brought these encounters to fruition? Is social penetration merely a theory that evolves as social circumstances change? Are we different, socially, today, than were the people in the post-Civil War era covered by this novel?"
Abstract The paper discusses how Stephen Kerr contended that the rewards systems that are designed by many organizations result in conflicting messages sent to workers. The concept is that if the rewards system does not address what the worker wants in the end, the worker will ignore the rewards system. Therefore, managers must correspond rewards with worker needs or desires in order for the rewards to benefit business. The paper relates that conflicting rewards systems have been evident in the criminal justice system and lead to inefficiency in the workplace.
From the Paper "McKay and Sourval (1996) suggest that in the criminal justice system, workers will often not meet the organizational goals because the rewards system that is developed does not correspond with worker need (p. 44). Leaders and managers demand respect from workers and this respect is expected to extend to the organization."
Abstract The paper examines the history of reward systems at one company in particular, the Ford Motor Company. The paper also reviews the historic shift from compensation to reward systems at that august corporation. The paper likewise evaluates the evolution of Ford rewards system within the context of larger business trends and explores Ford's present rewards system and what motivational theory or theories appear to underline it.
From the Paper "Virtually every business organization has been able to improve their products, services and solutions dramatically in four areas: (1) quality, (2) production costs, (3) time-to-market and (4) innovation. Reward and recognition systems - most commonly devised by industrious Human Resources Departments - are an integral part of these strategies and they have understandably evolved over time."
Abstract This paper considers the use of a non-monetary reward system for a department that cannot provide added money for incentive. It notes research showing that non-monetary rewards can be as important as monetary rewards for many employees and so can serve as motivators for improved performance. It claims, therefore, that making such an approach is ideal for any organization or division that has a limited budget or lacks full control of its budget but still needs to use rewards for motivation and job satisfaction.
From the Paper "Companies often have to find ways of providing rewards that do not involve monetary rewards. Non-monetary rewards can include such things as added perquisites, promotions, recognition, and similar elements in the workplace. Research shows that non-monetary rewards can be as important as monetary rewards for many employees and so can serve as motivators for improved performance, making such an approach ideal for any organization or division that has a limited budget or lacks full control of its budget but still needs to use rewards for motivation and job satisfaction. A study reported by the American Management Association (1999) states that organizations that provide both recognition and job performance measurements enjoy higher levels of job satisfaction among their employees. It is also stated that there is a strong statistical correlation between employee satisfaction and increased company profits, a fact supported by a nationwide survey of U.S. workers ..."
Abstract This paper describes Pavlov's principles revolving around the classic system of rewards and punishments as still effective in today's organizational management application. The paper suggests that although a group of leaders may implement a series of rewards for the best employees, new ways should be created to increase a greater understanding of how ideas and job function should be rewarded.
From the Paper "Business: Understanding the Use of the Classic System in Modern Business Reward Systems In this business study, one can examine the nature of reward systems that arise within business ethics and classical conditioning formats that have arisen in management techniques. By analyzing data and the classic system theory on reward systems in business, the basis for reward systems does not seem to falter in the modern milieu of business management application. In essence, although classical conditioning is an old theory in creating incentives and rewards for management to develop organizational unity and compliance, it is still a commonly used principle within business management systems. The issue of presenting goals and opportunities for advancement in organizational management has been a crucial factor in growth and discipline within business practice. Pavlov's reward systems reflect a tangible way to help incorporate the "classic system" that is currently practiced within modern theory."
Abstract The paper discusses the personal experience of a project manager for a software developer. The paper starts with a theoretical description of performance management and then refers to the actual practical experience as a team leader, following the particularities of the software industry. The paper presents the performance appraisal and performance reward tools used in this organization, drawing the relevant conclusions.
Outline:
Introduction
Performance Management
Experience
Performance Appraisal
Reward and Motivation
Analysis of the Experience
Conclusion
From the Paper "In the increasingly competitive current business environment, the difference is often made by the capacity of the organization's employees to better perform than those of other companies. This means that the competitive advantage is often achieved by the employees being more productive, more efficient in completing their office assignments. A lot of this employee productivity comes from the employer's capacity to properly evaluate the organization's necessities, along with the company's capabilities to supply these. Further more, the company's management needs to evaluate individual employee performance and decide on the means by which this can be improved, as well as the motivation instruments that can be used."
Abstract The paper discusses how John Locke's theory of reward and punishment is founded on the link not between the child and society but between the father and society. The paper further discusses how "the child" actually refers to the son, and the training is intended to prepare the son for his future active role in the society. The paper analyzes how Locke is opposed to corporal punishment, but the alternative which he proposes amounts to psychological abuse. The worst aspect of the theory is that society then continues the training in a pattern of praise and condemnation.
Abstract This paper examines how an appropriate rewards system can only be undertaken if the values, expectations and proclivities of employees are borne in mind. More specifically, the paper looks at personality types and how they influence the sorts of incentives and inducements an organization proffers its employees. The paper especially focuses upon the fact that ISTP personality types those most commonly found in organizations which are research intensive are people who cannot be effectively mobilized through performance incentives because the nature of their job does not really allow for that.
From the Paper "There can be little question that devising an effective and forward-thinking reward system is essential to achieving organizational success. This process, however, can only succeed if employee values and expectations are taken into account. Therefore, a successful human resources department must ask three questions: what are the values and expectations of your employees? How do those values and expectations fit within your organization's reward system? And how were the aforementioned conclusions arrived at? If an organization is able to successfully answer these questions, it will not only create an effective rewards system, but will create an environment which spurs employees to greater efforts and which cuts down on turn-over and poor productivity. For the purposes of emphasis and illustration, this paper will propose a desirable rewards system for a hypothetical organization specializing in industrial research and development. As should become apparent, devising a forward-thinking rewards system ..."
Abstract This paper presents a rewards and recognition system for First Bank. It explains that this system will allow First Bank to, not only survive in the new electronic age, but also thrive in that environment. Specifically the paper looks at the present situation confronting the financial organization as well as the present state of the organization itself.
From the Paper "There can be little question that adequate organizational change can only occur in situations wherein adequate reward and recognition systems are in place; without these systems, changing attitudes and behavior becomes extremely difficult - if not impossible. With this in mind, the following paper will include six key components: it will discuss the organizational background of the business entity being examined; it will provide analysis of the organization and its environment and what rewards system will best allow it to facilitate healthy organizational change; it will unveil a reward system proposal which is simultaneously feasible and necessary; it will present a metrics system which will permit comprehensive evaluation and assessment of employee performance; it will disclose an implementation strategy which should be both straight-forward and expeditious; finally, the paper will briefly review the lessons learned from the project. As should become apparent, the key to any organization is to ..."
Abstract The paper discusses that understanding what motivates people to accomplish organizational goals has been the focus of researchers for a number of years. The paper states that a number of psychological and management theories have been advanced over the years to explain why humans behave the way they do, and what motivates them in positive and negative ways. The paper states that one of the theories that emerged in the early 20th century to help account for positive and negative motivation in organizational settings, is classical behaviorism, which the paper discusses in detail.
Outline:
Review and Discussion
Background and Overview
Employee Motivation and Reward Conclusion
From the Paper " While behaviorism may appear to be a cold-blooded approach to understanding human behavior, there are some harsh realities that must be taken into account when trying to manage large groups of people and behaviorism recognizes these human frailties. In fact, it is reasonable to assume that because people are just people, they will try to get away with whatever they can for as long as they can absent any stimulus to persuade them otherwise. Managers who understand this will be using the tenets of behaviorism whether they know it or not to achieve improved performance from their employees."
Abstract This paper considers the relatively new costing model called activity-based costing, developed in the 1980s and then refined through use by various organizations since. This approach is designed to focus attention on the causes behind indirect costs. The ABC system is directed largely at the issue of allocation, placing an emphasis on activities rather than traditional organizational departments as a way of isolating the causes of costs, or the factors that are most likely to cause or contribute to the accumulation of costs.
From the Paper "Activity Based Costing (ABC) was developed in the 1980s and has been refined through use by various organizations since. This approach is designed to focus attention on the causes behind indirect costs. The ABC system is directed largely at the issue of allocation, placing an emphasis on activities rather than traditional organizational departments as a way of isolating the causes of costs, or the factors that are most likely to cause or contribute to the accumulation of costs (Lewis, 1993, 12). The elements of this system can be applied to the working of a given business to help identify what may be driving costs upward. ABC can also be described as "a costing model that identifies the cost pools, or activity centers, in an organization and assigns costs to products and services (cost drivers) based on the number of events or transactions involved in the process of providing a product or..."
Abstract The paper explains that activity-based costing (ABC) allows accountants to obtain a more precise view of the costs associated with specific products or services. This paper uses a case analysis to explore how ABC can help to achieve greater cost effectiveness in the healthcare industry. The paper concludes that although ABC can play an important role in reducing healthcare costs, little can be done to reduce direct costs associated with a procedure without a sacrifice of patient safety.
Outline:
Introduction
Objective of the paper
Analysis, Findings & Discussion
Suggestions, Recommendations & Conclusions
From the Paper "Activity-Based Costing (ABC) allocates the costs of production to specific products or services. It is more precise than older methods of accounting that involved adding a broad percentage of expenditures to direct and indirect costs. The definitions of direct and indirect costs varied and were often a judgement call on the part of the accountant. ABC allowed accountants to obtain a more precise view of the costs associated with specific products or services."
An overview of the methods of applying the "activity-based costing system" at Dakota Office Supply, in which actual costs associated with each product are established.
Abstract The paper discusses, in a detailed description, the effectiveness of an activity-based costing system or ABC and the ineffectiveness of the current costing system in use at the Dakota Office Supply (DOS) company . The paper then relates the methodology of implementing ABC at DOS and the procedures involved in its application.
Outline:
Overview
Situational analysis
Activity based costing ABC in practice at Dakota
Procedural steps of ABC
From the Paper "Before performing ABC, a baseline or a starting point is needed for business process improvement and a baseline can be expressed in some form of model. This baseline is critical for DOP because in order to establish this baseline metric the analytics just performed must be done for each individual account. If DOP performs this activity on each customer the strategic management benefits would be substantial because all the excess cost-drivers could be eliminated resulting in much wider operating margins and thus profitability without increasing costs or committing resources to gain this efficiency. Therefore, a baseline is a documentation of the organization's policies, practices, methods, measures, costs and their interrelationships at a particular location at a particular point in time (Maiga & Jacobs, 2003). Through base-lining, activity inputs and outputs across functional lines of business can be identified. ABC is the only improvement methodology that provides output or unit costs. Value added activities are those for which the customers are usually willing to pay in some fashion for the product or service. Non-value added are activities that create waste, result in a delay of some sort, and potentially adds costs to the products or services. Resources are assigned to activities so that the activities can be performed in the first place. Some of Pilgrims' resources are measured in man-hours, machine hours as well as machine maintenance and operational overhead. It is through ABC that an organization can begin to see actual dollar costs against individual activities, and find opportunities to streamline or reduce those costs, or even eliminate the entire activity thus removing the cost altogether. This is the process inherent in ABC that reduces overall expenditures of the company. "
Discusses a costing system proposed for a computer hardware manufacturer who is also going to develop computer software to be sold along with the hardware.
Abstract This paper first recommends a costing system and then states how variances from budget would be identified. It further goes to state how the budgets for the cost centers should be set. Then it mentions some possible sources of funds for financing the project and, in conclusion, mentions how the financial ratios of the company will be affected.
Method of costing How variances can be identified
Method of budgeting
Sources of finance
Effect on ratios
Comparison with system in operation
From the Paper "There are many methods of costing that could be applied to this scenario. The current system in place is absorption costing. This is a very traditional approach, in which it is assumed that the total overhead expenses of the company are related in some way to the number of labour hours or machine hours used. In this case, all the overheads are allocated on one basis. If labour hours are used, then it the total overhead amount is divided by the total labour hours expected, and then the amount of overhead is allocated to each product based on the total amount of labour hours it uses."
Abstract The following discussion will focus on problems with cost-benefit analysis in the context of natural resource policy and development. In order to achieve this goal certain fundamental premises must be outlined and accepted. The cost/benefit approach to natural resources holds that natural resources-from clean water to sub-surface minerals-are commodities that ultimately have a value. It also asserts that economic theories and principles can, therefore, be applied to decisions relating to the disposition of natural resources. As a consequence of these first two premises it does not accept any moral arguments: Notably those that assert that conservation is morally superior to extraction or development as costs and benefits cannot be quantified in this paradigm.
