| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGED HEART COMMERCIALIZATION HUMAN FEELING": |
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"The Managed Heart: Commercialization Of Human Feeling" ( Arlie R Hochschild ), 2002.
Discusses the thesis of the book.
1,125 words (approx. 4.5 pages), 1 source, $ 39.95
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Abstract
Discusses the thesis of the book. Effects on people of turning human emotion into a commodity. The human costs of emotional labor demanded by the business community. Concept of deep acting on part of employees. Focus on training of Delta Airline Flight attendants for customer service. Problems encountered by flight attendants.
From the Paper
In The Managed Heart: Commercialization of Human Feeling (1983), Arlie Russell Hochschild discusses the transmutation of human emotion into a commodity, and the effects this has on those who daily expend their emotion for the sake of business. While the first part of her book she dedicates to private life, in the second part she discusses the costs of emotion work in the workplace and the different strategies used by both employees and employers to manage these costs. Specifically, Hochschild focuses on the commercial expropriation of feeling management, the differences between various types of emotion labor, and how gender, status and the search for authenticity are effected by the feeling mechanism in each individual.
In the beginning, Hochschild points out that emotion work and emotion exchange are both a natural occurrence in every day
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'The Managed Heart', 2006.
A summary and analysis of Arlie Hochschild's book about the alienation of personal feeling and identity in the workplace, entitled "The Managed Heart: Commercialization of Human Feeling".
675 words (approx. 2.7 pages), 2 sources, $ 26.95
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Abstract
This paper is a reaction to a reading from "The Managed Heart: Commercialization of Human Feeling", in which the author, Arlie Hochschild, argues that workers suffer from alienation as they allow their emotions to be commercialized in the service of their careers. A critique of the argument is presented, in which it is pointed out that through agency and choice, workers can select careers that suit their personality, rather than repressing personality to suit jobs.
From the Paper
"In her book, "The Managed Heart: Commercialization of Human Feeling", Arlie Hochschild (1983/2003) discusses the alienation of personal feeling and identity that she believes is evident in modern work - specifically in service industry work, where a person's attitude is often viewed by employers to be more important than the actual physical labor a person does. Hochschild studies the work environment and training of airline flight attendants and finds that they are required to put aside their own emotions and reactions while at work, and to assume a pleasant, ingratiating demeanor oriented toward making customers feel comfortable, happy, and secure. She calls this form of alienation "emotional labor," and critiques the modern workplace in which an employer can expropriate even a person's most intimate feelings and natural human responses. Hochschild makes an interesting argument."
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"The Managed Heart" by Arlie Russell Hochschild, 1993.
A look at how service-oriented society has commercialized human feeling.
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
"The Managed Heart by Arlie Russell Hochschild is subtitled "Commercialization of Human Feeling," and the book offers interesting insights into the consequences of a shift into a service economy and precisely what sort of commodity is sold in a service-oriented economic structure. This shift also has consequences for the relationship between the individual and his or her work, and Hochschild sees in this the danger of a new sort of alienation of labor, the alienation of the worker from an aspect of self, that aspect that is used to do the work: "If we can become alienated from goods in a goods-producing society, we can become alienated from service in a service-producing society" (7). In this book, Hochschild examines how the service-oriented society has commercialized human feeling and made it into a commodity, bought and sold the same as if it were a physical..."
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Heart Coronary Management, 2002.
Examining the importance of exercise and proper diet in preventing heart disease.
1,248 words (approx. 5.0 pages), 5 sources, MLA, $ 42.95
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Abstract
This paper explores the biology of coronary heart disease and explains that it has been proven that a correct diet and exercise can help prevent this phenomenon. Provides details of the medical process which causes heart disease.
From the Paper
"Two of the most common and prevalent cases of coronary heart diseases are coronary artery disease or angina pectoris and heart attacks. In angina pectoris, the hardening and the blocking of arteries happens because of fatty deposits within the walls of the arteries (Weston 1993 170). The organs and parts of the circulatory system concerned with this disease are the arteries and the heart. Coronary heart disease is characterized by the occurrence of angina pectoris, wherein the heart is not able to get sufficient oxygen supply from the blood."
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Managed Care?Managed Fair?, 2003.
A look at the current state of health care in the United States.
2,615 words (approx. 10.5 pages), 11 sources, MLA, $ 78.95
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Abstract
This paper considers the concepts of Insurance Providing Organizations (IPOs) and managed care and whether they indeed provide health care and save the economy money. It looks at the history of managed health care in America and the current advantages and disadvantages of the system.
From the Paper
"Insurance Providing Organizations (IPOs) and managed care have risen in popularity over the past twenty years. Commonly thought to be better for the economy by saving money, many people jumped on the health care bandwagon and joined these insurance-providing agencies. Statistics from the past eleven years show that managed care has reduced national health care costs and the yearly inflation rate from 12% in 1993, to less than 5% in 1996 (Furrow, n/p); but at what cost? The driving factors behind managed care in today?s society are becoming ever more skewed. Governmental health care reform in the United States has been so concerned with money that it has compromised the quality and standard of care. In the end, cost constraints are not proving effective because the readmission rate has risen due to care being provided at a lower standard. Quality of care is also being compromised by the constraints put on care to control expenditures by medical facilities."
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Cultural Management - Culture Cannot Be Managed, 2008.
The paper discusses the question of if and how culture can be managed in a business environment.
1,928 words (approx. 7.7 pages), 5 sources, APA, $ 61.95
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Abstract
In this paper, the validity of the belief that in a business setting culture cannot be managed is critically analyzed and arguments are made both for and against the statement. The paper also presents examples that suggest that organizational culture does play a very important role in the success of the organization. However, these same examples also serve to reinforce a contention about the inability of corporate culture or management to undergo change.
From the Paper
"It must be acknowledged that the assertion - "Culture cannot be managed" - would likely meet with some degree of skepticism from organizational management students as well as corporate professionals. However, it may be argued that there is some validity to the perspective on the relationship between management and organizational culture that is manifest in this assertion. Consider, for example, the case of software giant J.D. Edwards. The corporation's CEO and chairman, C. Edward McVaney, contends that the success of a business often has very little to do with its management and senior executives who - as is commonplace in corporate culture - often come and go with minimal impact upon the organization itself. It is McVaney's view that the success of an organization is based upon its culture, which is usually invulnerable to change by management or business leaders. In McVaney's words: "95% of the time, the leaders and management of a business do not lead and manage that business" (Jesitus 16)."
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Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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Abstract
The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
Impact of Management Function on Operations Management
Conclusion
From the Paper
"As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
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Care Management and Case Management, 2008.
This paper discusses current challenges in the healthcare system and offers case management and care management as a path to the solution.
1,123 words (approx. 4.5 pages), 8 sources, APA, $ 38.95
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Abstract
This essay states that the greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. Barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. This article addresses the most problematic issues in healthcare today but offers direction for their solutions rather than facile solutions. The paper goes on to claim that the overwhelming question for the current healthcare system presently concerns how to improve quality while reducing costs. Case management and care management are two valuable strategies which can control costs while improving clinical outcomes and ensuring quality care.
Outline:
Introduction
Rationale
Case Management vs. Care Management
Attempts for Quality
Journal Selected for Submission
From the Paper
"The current nursing shortage appears to be intractable. Recent government downsizing and cutbacks have been followed by reduced funding for the healthcare system that is about to be overwhelmed by the baby boom generation. Never have there been so many obstacles to cost-effective, quality care. Two choices are available: case management and care management, with the latter actually being the common alternative. High-risk patients need individual case management but the vast majority of patients require some form of care management (Doyle et al., 2003). Care management is evidence-based practice since such practice is an essential element in clinical pathways and protocols. Even though standard pathways are used, stringent pathways are being eliminated since evidence-based protocols and guidelines are becoming the norm."
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Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
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Business Management: What Makes a Good Manager?, 2002.
An overview of the qualities that make a good manager.
1,150 words (approx. 4.6 pages), 3 sources, $ 44.95
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Abstract
This paper will discuss the role of a manager and what makes a good one. By revealing, through as many sources as possible, the strategic elements into making a good manager, we can see how research into the field can improve one's abilities. By taking example of good management and how that applies in the place being managed, a better perspective on weaknesses and strengths can devised to create good management.
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Managing the Expatriate Manager, 2002.
Examines the advantages and disadvantages of sending an employee to a foreign country to manage a branch of a company.
1,759 words (approx. 7.0 pages), 5 sources, APA, $ 56.95
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Abstract
Globalization is one of the major trends in the business environment, with companies increasingly looking to enter global markets. This creates a need for companies to manage international operations effectively. One option is to send an employee to the foreign location to live and work, with this manager known as an expatriate manager. This process has significant advantages and disadvantages, including the fact that it often fails. However, a closer look at the process in this paper shows that problems can be effectively prevented. This requires being aware of potential problems, selecting the right employee to take on the role of expatriate and preparing the expatriate and their family for the experience. To consider this further, the advantages and disadvantages of an expatriate are considered in the paper. This is followed by a discussion of how an expatriate can be selected and effectively prepared for the role.
From the Paper
"A high-context culture is defined as one "in which communication is used to enhance personal relationships" (Daft, 1997, p. 475). Asian and Arab nations are examples of high-context cultures. A low-context culture is defined as one "in which communication is used to exchange facts and information" (Daft, 1997, p. 475). Germany, England and the United States are examples of low-context cultures. These differences mean that two people can attempt to communicate and yet receive completely different messages. For example, an American expatriate may speak to a Japanese businessman in the hope of developing a working relationship. The American may talk about business, while the Japanese businessman makes idle conversation. The American may see this as the Japanese avoiding the conversation, while not realizing that the Japanese businessman is trying to develop a relationship. The end result can be failure and frustration."
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Management Theory, Management Practice, 2004.
An overview of management theory and practice and the implications for implementation in international business today.
2,569 words (approx. 10.3 pages), 4 sources, MLA, $ 77.95
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Abstract
This paper provides an overview of contemporary management theory, with a stress upon how such theories can be used to cope with the stresses of an increasingly multi-cultural, multi-ethnic, and complex global business environment.
Outline
Abstract
International and Comparative Management
Environmental Political, Cultural and Economic Differences, Globalization
Organizing and Staffing in a Global Context
Leadership in a Global Context
Control in a Global Context
From the Paper
"Management is not a science. Rather, management is a dynamic process that involves the interaction between the manager in question and the environment he or she is located in. This ?environment? includes the manager?s employees. A manager must be continually aware of shifts and changes, not simply in his or her own national branch of the business he or she works for, but the state of that business as the organization exists in different forms and in different areas around the globe. As cited in Patrick Boylan?s article upon the history of management as a theoretical discipline, Rosemary Stewart has noted that there have been, historically, four academic approaches to studying management."
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Risk Management in Project Management, 2005.
Examines the benefits of risk management in business.
920 words (approx. 3.7 pages), 3 sources, APA, $ 31.95
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Abstract
This paper discusses whether it is worth expending the time and money to build strategies for dealing with unforeseen risk into a management plan and how risk mitigation can be incorporated into the project planning process. It looks at how formal risk monitoring can save a project when end users fail to engage.
From the Paper
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The Need to Manage Change when Managing a Business., 2002.
This paper looks at the idea of change within a business what organisational needs are required how to utilise TQMs and what processes are required to implement the changes.
2,150 words (approx. 8.6 pages), 11 sources, $ 80.95
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Abstract
This paper looks at the idea of change within a business what organisational needs are required how to utilise TQMs and what processes are required to implement the changes. The influences on change and the processes are involved. Commentators such as Lewin and Senge are discussed and case studies are used to illustrate the points made. Furthermore there is an explanation of the basics of TQM and a definition of TQM, with a brief insight into the origins and considers what benefits it may bring, as well as some potential constraints.
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The Need to Manage Change and Manage a Business, 2002.
This paper looks at the idea of change within a business what organizational needs are required how to utilize TQMs and what processes are required to implement the changes.
2,150 words (approx. 8.6 pages), 11 sources, $ 80.95
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Click here to show/hide summary
Abstract
This paper looks at the idea of change within a business what organizational needs are required how to utilize TQMs and what processes are required to implement the changes. The influences on change and the processes are involved. Commentators such as Lewin and Senge are discussed and case studies are used to illustrate the points made. Furthermore there is an explanation of the basics of TQM and a definition of TQM, with a brief insight into the origins and considers what benefits it may bring, as well as some potential constraints.
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