Logistics Essay Research Paper Henri Fayol free essay sample

Logisticss Essay, Research Paper Henri Fayol # 8211 ; the organisation adult male # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; -Fayol was the first to truly set to write a comprehensive theory of disposal. Some might state that he merely observed what worked good in bing organisations and provided footings to explicate how those organziations were organized. He spoke of # 8220 ; Administrative Science # 8221 ; and sought a consistent set of rules that all organisations must hold to run decently. The nomenclature he began is still current today. He was the first to talk of: A demand for planning, organisation, bid, co-ordination, and control as pieces within a set. ( his five maps ) He besides saw a set of # 8220 ; rules # 8221 ; that were common to all organisations seeking to constructivel y make work. Some of these are: the division of labour ( a rule ) authorization and duty ( another rule ) integrity of bid # 8211 ; one foreman ( another rule ) integrity of way # 8211 ; one program ( another rule ) Note particularly Fayol # 8217 ; s association of authorization and duty. We will write a custom essay sample on Logistics Essay Research Paper Henri Fayol or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The former is the right to order others and the latter is the duty for making the work that was assigned. Both are necessary. A director should neer be given authorization without duty # 8211 ; and besides should neer be given duty without the associated authorization to acquire the work done.Motivation TheoryElton Mayo # 8217 ; s Hawthorne ExperimentsThe Hawthorne Effect at WorkIn the preparation universe, the Hawthorne Effect is a chameleon. Ask several trainers and you # 8217 ; ll likely acquire several definitions, most of them legitimate and all of them true to some facet of the original experiments by Elton Mayo, in Chicago that produced the term.It has been described as the wagess you reap when you pay attending to people. The mere act of demoing people that you # 8217 ; rhenium concerned about them normally spurs them to better occupation performance.That # 8217 ; s the Hawthorne Effect.The Hawthorne Effect at WorkSuppose you # 8217 ; ve taken a direction trainee and g iven her specialised preparation in direction accomplishments she doesn # 8217 ; t now possess. Without salvaging a word, you # 8217 ; ve given the trainee the feeling that she is so valuable to the organisation that you # 8217 ; ll pass clip and money to develop her accomplishments. She feels she # 8217 ; s on a path to the top, and that motivates her to work harder and better. The motive is independent of any peculiar accomplishments or knowledge she may hold gained from the preparation session. That # 8217 ; s the Hawthorne Effect at work.In a manner, the Hawthorne Effect can be construed as an enemy of the modern trainer. Transporting the theory to the borders of cynicism, some would state it doesn # 8217 ; Ts make any difference what you teach because the Hawthorne Effect will bring forth the positive result you want.A Sense of Belonging? How do you react to executives who denigrate preparation and recognition the Hawthorne Effect when productiveness rises? So what? Effec tive preparation performs a double map: It educates people and it strokes them. And there # 8217 ; s nil incorrect with utilizing the Hawthorne Effect to make this other preparation end. In fact, the contention is that approximately 50 % of any successful preparation session can be attributed to the Hawthorne Effect.The Hawthorne Effect has besides been called the # 8216 ; Somebody Upstairs Cares # 8217 ; syndrome. It # 8217 ; s non every bit simplistic as the ideal popular under the human dealingss fad over recent old ages that you merely hold to be nice to workers. It # 8217 ; s more than etiquette.When people spend a big part of their clip at work, they must hold a sense of belonging, of being portion of a squad. When they do, they produce better. That # 8217 ; s the Hawthorne Effect.Orwellian? One frequently hears a different reading of the Hawthorne Effect. George Orwell would understand this version ; it has a Big Brother ring that # 8217 ; s far less benign than other definitions. Peoples use it when they talk about workers under the oculus of the supervisor.If person should subtly detect workers on the occupation to see if they truly apply new processs they # 8217 ; ve learned in a preparation class. Occasionally, directors object stating that observation International Relations and Security Network # 8217 ; t a valid trial Of class they # 8217 ; ll make a good occupation if you # 8217 ; re watching them, they tell her. Isn # 8217 ; t that the Hawthorne Effect? Well non precisely. # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8211 ; Motivation TheoryEmployee motive in practiceManagement literature is full with existent instance histories of what does and what does non actuate people. Presented here is a probationary initial wid e choice of the assorted patterns that have been tried in order to pull lessons for the future. # 8217 ; Stick # 8217 ; or # 8216 ; carrot # 8217 ; ? The traditional Victorian manner of rigorous subject and penalty has non merely failed to present the goods, but it has besides left a temper of discontent amongst the on the job category. Punishment appears to hold produced negative instead than positive consequences and has increased the ill will between # 8216 ; them # 8217 ; ( the direction ) and # 8216 ; us # 8217 ; ( the workers ) . In contrast to this, the # 8216 ; carrot # 8217 ; attack, affecting blessing, congratulations and acknowledgment of attempt has markedly improved the work atmosphere, produced the # 8216 ; goods # 8217 ; and given the workers tremendous satisfaction.Manager # 8217 ; s # 8216 ; toolkit # 8217 ; The director # 8217 ; s chief undertaking is to actuate his or her squad, both separately and jointly so that they can present the # 8216 ; goo ds # 8217 ; and besides derive satisfaction from it.This may look slightly contradictory, but it seems to work. The chief tools in the undertaking director # 8217 ; s kitbag for actuating the squad are: blessing, congratulations and acknowledgment ; trust, regard and high outlooks ; trueness, given that it may be received ; occupation enrichment ; good communications ; hard currency inducements. These are arranged in order of importance and it is interesting to observe that hard currency is manner down ( Stallworthy A ; Kharbanda ( 1983 ) ) the ladder of incentives. Let # 8217 ; s expression at a twosome of illustrations taken from existent life state of affairss. We read that the Swedish ship building company, Kockums, turned a 15 million dollar loss into a 100 million dollar net income in the class of 10 old ages due wholly to a changed perceptual experience of the work force brought about by better motive. Again, at Western Electric there was a dramatic betterment in end prod uct after the supervisors and directors started taking greater involvement in their employees.Don # 8217 ; t coerce # 8211 ; persuade! Persuasion is far more powerful than coercion, merely as the pen is mightier than the blade. Directors have a much better opportunity of success if they use persuasion instead than coercion. The former physiques morale, inaugural and motive, whilst the latter rather efficaciously putting to deaths such qualities. The three basic constituents in persuasion are: suggest ; play on the individual # 8217 ; s sentiments ; and appeal to logic. Once positive, the individual is so motivated as to present the # 8216 ; goods # 8217 ; . The director will hold achieved the end softly, gently and with the lower limit of attempt. It is, in consequence, an effortless achievement.There has been a considerable sum of research into persuasion / motive in the field of advertisement and selling. The research is wholly of the applied type, which can and has been used to great practical advantage. Some of the findings in this field were foremost published in the 1950ss in a book with the rubric, The Hidden Persuaders, which became a bestseller.More modern-day # 8216 ; inducers # 8217 ; used by advertisement and selling people include: Faster talk is found to be more effectual, since it is remembered better. Brain emits fast beta moving ridges when a individual is truly interested in a peculiar presentation. These moving ridges can be detected by an instrument. Subliminal attack utilizing short continuance presentation, whereby the message is transmitted below the degree of consciousness. Can these findings be used in existent work conditions? AT A ; T ( The American Telephone and Telegraph Co. , ) acknowledging the importance of concealed demands, at one clip succeeded in advancing long distance calls by usage of the simple phrase: # 8216 ; Reach out, make out and touch person # 8217 ; . Directors will necessitate to accommodate this persua sion / motive technique to their ain situation.Job satisfaction # 8211 ; is there a tendency? This is the rubric of a survey carried out by the US Department of Labor among 1500 workers, who were asked to rate the occupation factors, from a list of 23, which they considered of import get downing from the most of import factor. Their findings ( Sanzotta ( 1977 ) ) are: # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8211 ; White-collar workers Blue-collar workers ( a ) interesting work ( B ) chance to develop particular abilities ( degree Celsius ) adequate information ( vitamin D ) adequate authorization ( vitamin E ) plenty aid and equipment ; ( degree Fahrenheit ) friendly and helpful coworkers ( g ) chance to see consequences of work ( h ) competent supervising ( I ) responsibilities clearly defined ( J ) good wage ( a ) good wage ( B ) sufficiency aid and equipment ( degree Celsius ) occupation security ( vitamin D ) adequate information ( vitamin E ) interesting work ( f ) friendly and helpful coworkers ( g ) responsibilities clearly defined ( H ) chance to see consequences of work ( one ) adequate authorization ( J ) competent supervising # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8212 ; # 8211 ; It is interesting that out of the 23 occupation factors listed for the study, yet with the exclusion of two points ( white-collar workers # 8217 ; pick ( B ) and blue-collar workers # 8217 ; pick ( degree Celsius ) ) groups selected the same top 10 factors, although with different rankings. It is important that good wage was considered as th e most of import factor by the blue-collar workers, but it ranked as the least of import for white-collar workers.Motivating your salesforceIt is good known that single behaviour is intensely personal and alone, yet companies seek to utilize the same policies to actuate everyone. This is chiefly for convenience and easiness compared to providing for single oddnesss ( Lindstone ( 1978 ) ) . # 8216 ; Tailoring # 8217 ; the policy to the demands of each person is hard but is far more effectual and can pay fine-looking dividends. Fairness, decision, giving congratulations and constructive unfavorable judgment can be more effectual than money in the affair of motive. Leadership is considered synonymous ( Tack ( 1979 ) ) with motive, and the best signifier of leading is designated as SAL, state of affairs adaptable leading. In this manner of leading, one is neer surprised or shocked, leading must get down with the main executive and it is more a affair of version than of leaving cogniti on. Ultimately, it is the leading quality which leads to the success of a company through edifice and actuating its people. # 8217 ; The one-minute director # 8217 ; A modern-day best seller ( Blanchard A ; Johnson ( 1983 ) ) aimed at directors who seek to do star performing artists of their subsidiaries. To get down with, the director sets a end, e.g. one page read in one minute, and it is seen to be achieved by # 8216 ; one minute # 8217 ; of praising or rebuke as the instance may be. But to be effectual, these must be given ( a ) quickly, ( B ) in specific footings, and the behaviour, instead than the individual, should be praised or reprimanded.The construct is basic and it makes sense, although the book seeks to # 8216 ; dramatise # 8217 ; it. # 8216 ; One minute # 8217 ; praising is seen to be the motivative force. Everyone is considered a victor, though some people are disguised as also-rans, and the director is extolled non to be fooled by such appearances. # 8217 ; Lessons from America # 8217 ; s Best-run Companies # 8217 ; Another best seller, In Search of Excellence ( Peters A ; Waterman ( 1982 ) ) . Several standards, including analysis of one-year studies and in-depth interviews, were used to pick 14 # 8216 ; model first-class companies # 8217 ; out of an initial sample of 62 companies. As expected, most of the action in high-performing companies revolved around its people, their success being ascribed to: ( a ) productiveness through people ; ( B ) extraordinary public presentation from ordinary employees ; ( degree Celsius ) handling people decently.Personnel map and in peculiar leading were considered the minute st critical components. If the leaders in an organization can create and sustain an environment in which all employees are motivated, the overall performance is bound to be good. The three essentials for creating such an environment are:(a) fairness;(b) job security; and(c) involvement.Of all the resources available, the human resource is clearly the most significant, but also the most difficult to manage. Excellence can only be achieved through excellent performance of every person, rather than by the high-pitched performance of a few individuals. And motivation is, undoubtedly, the crux.ConclusionThere is no simple answer to the question of how to motivate people. Can money motivate? Yes, but money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation and this is balanced by some of the practical factors which can lead to excellence. Human resource remains the focal point and leadership the critical component, and m otivation has to be ‘tailored’ to each individual. The next section deals with an important mode of motivation, namely financial. Motivation TheoryThe theorists and their theories (1 of 2)Although the process of management is as old as history, the scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory. This is still true in the field of management, contrary to the situation in some of the pure sciences. A giant of a man, like Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. Not so in the field of management.In fact this field has been so devoid of real fundamental work so far, that Herbert A. Simon is the first management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field conce rned with people. In order to arrive at a correct decision, the manager must have all the information necessary relevant to the various factors and all the time in the world to analyze the same.This is seldom, if ever, the case. Both the information available and the time at the manager’s disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a ’satisficing’ one – in effect, a satisfactory compromise under the real conditions prevailing in the management ‘arena’.Traditional theory ‘X’This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking any responsibility; all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called ’stick and carrot’ philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will refuse to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case.Theory ‘Y’ – Douglas McGregorThis is in sharp contrast to theory ‘X’. McGregor believed that people want to learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The manager’s job is to ‘dovetail’ the human wish for self-development into the organization’s need for maximum productive efficiency. The basic objectives of both are therefor e met and with imagination and sincerity, the enormous potential can be tapped.Does it sound too good to be true? It could be construed, by some, that Theory ‘Y’ management is soft and slack. This is not true and the proof is in the ‘pudding’, for it has already proved its worth in the USA and elsewhere. For best results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently ‘absent’ from group meetings so they can discuss the matters freely and help select and ‘groom’ a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it is hoped) enjoy watching the development and actualisation of people, as if, by themselves. Everyone, and most of all the organisation, gains as a result.Theory ‘Z’ – Abraham MaslowThis is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost.Maslow’s central theme revolves around the meaning and significance of human work and seems to epitomise Voltaire’s observation in Candide, ‘work banishes the three great evils -boredom, vice and poverty’. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good works a man becomes holy, by evil works evil. A man’s personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslow’s hierarchy of needs theory, as it is more comonly know.Maslow’s major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, ‘A Theory of Human Motivation’ (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslow’s theory of human motivation is, in fact, the basis of McGregor’s theory ‘Y’ briefly described above. The basic human needs, according to Maslow, are:(a) physiological (Lowest)(b) safety;(c) love;(d) esteem; and(e) self-actualization (Highest)Man’s behavior is seen as dominated by his unsatisfied needs and he is a ‘perpetually wanting animal’, for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain perfection through self-development.The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salva tion is simple, but not easy: ‘Hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that â€Å"calls for† doing’.Maslow has had his share of critics, but he has been able to achieve a refreshing synthesis of divergent and influential philosophies of:(a) Marx – economic and physical needs;(b) Freud – physical and love needs;(c) Adler – esteem needs;(d) Coldstein – self-actualization. ——————————————————————————– Motivation TheoryEmployee motivation in the workplace (part 2)Frederick Herzberg – Motivation hygiene theoryThis is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and for emost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. People’s needs are of two types: Animal needs (hygiene factors) Human needs (motivators) Company policy Supervision Interpersonal relations Working conditions Salary Achievement Recognition Work Responsibility Advancement Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as:(a) shorter working week; (b) increasing wages; (c) fringe benefits; (d) sensitivity / human relations training; (c) communication. As typical examples, saying ‘please’ to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs b ut not human needs.Chris ArgyrisAccording to Argyris, organization needs to be redesigned for a fuller utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidal structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation.Rensis LikertLikert identified four different styles of management:exploitative-authoritative; benevolent-authoritative; consultative; participative. The participative system was found to be the most effective in that it satisfies the whole range of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within th e group and the sense of participation leads to a high degree of motivation.Fred LuthansLuthans advocates the so-called ‘contingency approach’ on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and tight controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposite seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand.Victor VroomVroom’s ‘expectancy theory’ is an extension of the ‘contingency approach’. The leadership style should be ‘tailored’ to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as impor tant rather than what the manager perceives. For example, one individual may value a salary increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of motivation by explaining how individual goals influence individual performance.We have discussed above only a selection of the motivation theories and thoughts of the various proponents of the human behavior school of management. Not included here are, among others, the thoughts of:Seebohm Rowntree – labor participation in management; Elton Mayo – the Hawthorne Investigations; K. Lewin – group dynamics; force field theory; David McClelland – the achievement motivation; George Humans – the human group; William Whyte – the organization man. What does it all add up to? Back to ’square one’? Yes, indeed, the overall picture is certainly confusing. This is not surprising, for the human nature and human mind defy a clear-cut model, mat hematical or otherwise.In some of the theories and thoughts presented, however, one can see some ‘glimpses’ of the person and how, perhaps, he or she could be motivated. This is rewarding in itself. But, as noted earlier, practice has been ahead of theory in this field, so let us now move to the practical side of management of human behavior in the workplace. ——————————————————————————–

Bach essays

Bach essays Bachs Concerto for Harpsichord exhibits many features that are common in the first movements of Classical concerto forms. The movement begins with an orchestral exposition, all in tonic, in which a soft opening theme leads to a transitional tutti in measure 12. A light cadential theme is then heard from the orchestra, followed by a closing tutti in measure 24-43. The soloist then restates this in embellished form, being joined occasionally by the orchestra in measures 44-58, embroidering the transitional tutti with runs and turns as seen in measures 59-71, and then introducing a secondary theme on the dominant in measure 71. The light cadential theme of the orchestral exposition (measure 25) fuels an imaginatively elaborated closing section, in measures 85-105, to which the earlier closing tutti adds a final mark of punctuation in measure 106-114. Here, instead of developing these ideas as in a normal classical concerto, Bach plays on different tonal levels with a new idea intr oduced by the keyboard. In measure 146, the recapitulation is dominated by the solo instrument, omitting the keyboards second theme, and going directly from the now familiar transitional tutti to the graceful closing theme in measure 171. This is done nicely to extend to reach the six-four chord that announces the cadenza seen in measure 191, after which the closing tutti energetically ends the movement. This was a blend of the ritornello-solo structure of the Baroque concerto and the formal exposition, elaboration or excursion, and recapitulation of the symphonic allegro. The tutti now has discrete functions within a deliberate scheme of thematic and tonal contrast, and the solos, though still free and fanciful, are anchored in the principal thematic substance. (NAWM pg. 92) ...

COMPARE AND CONTRAST TWO POEMS Essay Example | Topics and Well Written Essays - 250 words - 1

COMPARE AND CONTRAST TWO POEMS - Essay Example The poem primarily deals with the immediate concerns of survival and moving through the bare and sometimes dark conditions that were everyday obstacles during this time in African-American communities. She tells her son to keep moving forward: â€Å"So, boy, don’t you turn back/ Don’t you set down on the steps† (14-15). The crystal stair works well as a metaphor for life; her advice in no way addresses the nuances or more positive aspects of life, but simply the need to survive and get through the day. Meinke’s poem, while also expressing his advice to a son, is very different in presentation and specific content. As with Hughes’ poem, the writer is speaking directly with the intended audience and offers advice through imagery and metaphor. According to Meinke, the purpose of life is to live every day fully while also planning for the future. Beauty in the world plays an important role in living a full life. The author states that â€Å"Beauty is nectar/ And nectar, in a desert, saves† (Meinke 13-14). The poem ends on a telling note regarding the enjoyments in life and the need to savor each moment and experiences: â€Å"And always serve bread with your wine/ But son, always serve wine† (21-22). Meinke’s poem expresses sentiments that Hughes’ mother cannot fully understand; for her, because of the hardships she knows and experiences on a daily basis, the luxury of enjoying life’s more positive offerings is a foreign concept. Hughes and Meinke have presented two differing views that juxtapose a world full of beauty with that of a more barren, colorless environment. Both poems successfully convey parental concerns and words of wisdom that are to help their respective sons live and function in the world–the main difference being that Hughes’ mother strives for simple survival, while Meinke’s parent is able to