Reinforcement and Employees Essay Example for Free

Reinforcement and Employees Essay Q3. What tools does Walmart use to motivate employees? How might a lack of motivation affect associates and how should managers respond? Give me a W! Give me an A! Give me an L! Give me a squiggly! Give me an M! Give an A! Give me an R! Give me a T! What’s that spell? Walmart! Whose Walmart is it? It’s my Walmart ! Who’s number one? The customer! Always! The good times continue at Walmart, and so do hard work and achievement. For many employees, seeing peers rewarded for a job well done proves highly motivational. Executives at Walmart refer to the company as one big family. There are no grunts or gophers –no employee, no matter how new, is thought of as low person on the totem. According to the company’s â€Å"open door† policy, all associates are encouraged to speak freely, share concerns, and express ideas for improving daily operations. In return, they can expect managers to treat all discussions fairly with an open mind. The policy is right out of Walton’s playbook. â€Å"Listen to your associates,† Walton urged. â€Å"They’re the best idea generators.† The founder’s wisdom is routinely reaffirmed through the oft-repeated quote that â€Å"nothing constructive happens in Bentonville† – a reference to Walton headquarters. In Walton’s grass – roots ethic, local employees are the ones most likely to produce fresh ideas. One significant way managers can meet higher motivational needs is to shift power down from the top of organization and share it with employees to enable them to achieve goals. Empowerment is power sharing, the delegation of power or authority to subordinates in an organization. Increasing employee motivation for task accomplishment because people improve their own effectiveness, choosing how to do a task and using their creativity. Empowerment is one way managers promote self- reinforcement and self- efficacy, as defined in the discussion of social learning. Empowering employees involves giving them four elements that enable them to act more freely accomplish their jobs: information knowledge, power, and rewards. First of all, employees receive information about company performance. In companies where employees are fully empowered, all employees have access to all financial and operational information. Secondly, employees have knowledge and skills to contribute to company goals. Companies use training programs and other development tools to help people acquire the knowledge and skills they need to contribute to organizational performance. The third motivation is employees have the power to make substantive decision. Empowered employees have the authority to directly influence work procedures and organizational performance, such as through quality circles or self- directed work teams. And last but not least, employees are rewarded based on company performance. Organizations that empower workers often reward them based on the results shown in the company’s bottom line. Organizations may also use other motivational compensation programs described in Exhibit 16.8 to tie employee efforts to company performance. Exhibit 16.8 Many of today’s organizations are implementing empowerment programs, but they are empowering workers to varying degrees. At some companies, empowerment means encouraging workers’ idea while managers retain final authority for decisions; at others it means giving employees almost complete freedom and power to make decisions and exercise initiative and imagination. Current methods of empowerment fall along a continuum, as illustrated in exhibit 16.9 . The continuum runs from situation in which front- line workers have almost no discretion, such as on a traditional assembly line, to full empowerment, where workers even participate in formulating organizational strategy. Exhibit 16.9 Perhaps the most important things managers can do to enhance organizational communication and dialogue can encourage people to communicate honestly with one another. Subordinates will feel free to transmit negative as well as positive message to managers without fear of retribution. Efforts to develop interpersonal skills among employees can also foster openness, honesty, and trust. Second, managers should develop and use formal communication channels in all direction. Scandinavian Designs uses two newsletters to reach employees. Dana Holding Corporation developed the â€Å"Here a Thought† board- called a HAT rack- to get ideas and feedback from workers. Other techniques include direct mail, bulletin boards, blogs, and employee surveys. Third, managers should encourage the use of multiple channels including both formal and informal communications. Multiple communication channels include written directives, face- to- face discussions, and the grapevine. For example, managers at GM’s Packard Electric plant use multimedia, including a monthly newspaper, frequent meeting of employees’ teams and an electronic news display in the cafeteria. Sending messages through multiple channels increases the likelihood that they will be properly received. Fourth, the structure should fit communication needs. An organization can be designed to use teams, task forces, project managers, or matrix structure as needed to facilitate the horizontal flow of information for coordination and problem solving. Structure should also reflect information need. When team or department task are difficult, a decentralized structure should be implemented to encourage discussion and participation. Empowerment is the process of distributing decision-making power throughout an organization. It is a process which enables employees to set personal work goals, make minor decisions and to solve conflicts by using their personal authority. Team Bonuses, in situations in which employees should cooperate with each other and isolating employee performance is more difficult, companies are increasingly resorting to tying employee pay to team performance. For example, in 2007, Wal-Mart gave bonuses to around 80% of their associates based on store performance. If empl oyees have a reasonable ability to influence their team’s performance level, these programs may be effective. One way Wal-Mart facilitates respect for an individual is through an open-door policy that allows employees of all levels to communicate with managers in higher levels of the company. This open-door policy is also a way of keeping unions from forming in the company. The philosophy is that when employees have avenues for expressing their complaints and problems, there will be no reason to have union representatives (Cray, 2000; Slater, 2003). However, people may question how effective this policy is, because employees still attempt to form unions. Walton also believed in the importance of having a clear flow of communication with his workers, claiming that the more information they received the harder they would work for him. â€Å"The more they know, the more they’ll understand,† he said. â€Å"The more they understand, the more they’ll care. Once they care, there’s no stopping them.† To Walton, the free flow of information between him and his worke rs demonstrated the trust and respect he had for them. Without that trust, Walton felt he could not succeed. â€Å"Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitor,† he said. For Walton, the bottom line was to appreciate his workers and to make them feel valued. He knew that a paycheck and stock options alone would not guarantee loyalty or hard work. Instead, he realized the importance of making sure his workers knew they were appreciated. â€Å"Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise,† he said. â€Å"They’re absolutely free – and worth a fortune.† By having motivated and loyal employees, Walton could then use them as his secret weapon. â€Å"The folks on the front lines – the ones who actually talk to the customer – are the only ones who really know what’s going on out there,† he said. By listening to his workers and their ideas, Walton could stay on top of his game; â€Å"This really is what total quality is about.† Listen to everyone in your practice/team. Obviously your team is a lot smaller than Wal-Mart, but Sams tactic of figuring out ways to get â€Å"front line† people talking holds true for advisors. You can gain a lot of insight into your clients, and it will help strengthen relationships with support personnel. And yes, listen to your clients too. continuous communication is the most important thing to remember. Change usually causes fear about different things. Communication must be very open, honest and encouraging. It also has to cover all the parties involved in the change. Happy employees mean happy customers. Walton admitted that initially he was so stingy and did not give good pay to his employees. But eventually he realized that he should give a larger payment to his employees because they are considered as â€Å"business partners†. According to Walton, who treated the way management is the same business partner in a way that applied to the consumer. If the business partner treats their customers well then the consumer will come again and again therein lies the advantage and business success. Walton also often visited his shop and asked for their opinions, especially employees who are on the front lines, those who actually faced and talking with customers, as people who know the real situation on the ground. Management’s number one goal with their employees is to make working at Wal-Mart fun and rewarding. They even have their own cheer to boost associates morale and organizational spirit (Wal-Mart, 2008). â€Å"Who’s Wal-Mart? It is my Wal-Mart† (Wal-Mart, 2008). This is the type of leadership styles that all organizations need to use. This style makes employees want to come to work everyday and they feel secure knowing that they are working for a great organization. Wal-Mart is like one big family and like to make their associates feel like they are an important part of keeping the doors open for everyone. If Walmart this organization are lack of motivation itll affects associates also called employees. Lack of motivation equates to less work being accomplished. Productivity does not disappear; it is usually transferred to aspects not related to the organizations work. Things like personal conversations, Internet surfing or taking longer lunches cost the organization time and money. Reduced productivity can be detrimental to an organizations performance and future success. Low employee motivation could be due to decreased success of the organization, negative effects from the economy or drastic changes or uncertainty within the organization. No matter what the cause, having the reputation of having an unpleasant work environment due to low employee motivation will ultimately impact how existing and potential clients or partners view working with an organization. A reputation can precede an organization and dictate its future in the industry. The reinforcement approach employee motivation sidesteps the issue of employee needs and thinking processes described in the content and process theories. Reinforcement theory simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees’ on –the-job behavior through the appropriate use of immediate rewards and punishments. Behavior modification is the name given to the set of techniques by which reinforcement theory is used to modify human behavior. The basic assumption underlying behavior modification is the law of effect, which states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated. Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited. The four reinforcement tools are positive reinforcement, avoidance learning, punishment, and extinction, as summarized in exhibit16.6 Positive reinforcement is the administration of a pleasant and rewarding consequence following a desired behavior, such as praise for an employee who arrives on time or does a little extra work. Research shows that positive reinforcement does help to improve performance. Moreover, nonfinancial reinforcement such as positive feedback, social recognition, and attention are just as effective as financial incentives. One study of employees at fast- food drive- thru windows, for example, found that performance feedback and supervisor recognition had a significant effect on increasing the incidence of â€Å"up- selling† or asking customers to increase their order. Montage Hotels resorts, known for its culture of gracious yet humble service, uses a variety of employee recognition programs to positively reinforce employees for providing exceptional service. CEO Alan J. Fuerstman says â€Å"it’s simple psychology. People commit more acts of kindness when they are appreciated fo r them.† Avoidance learning is the removal of an unpleasant consequence once a behavior is improved, theory encouraging and strengthening the desired behavior. Avoidance learning is sometimes called negative reinforcement. The idea is that people will change a specific behavior to avoid the undesired result that behavior provokes. As a simple example, a supervisor who constantly reminds or nags an employee who is goofing off on the factory floor and stops the nagging when the employee stops goofing off is applying avoidance learning. Punishment is the imposition of unpleasant outcomes on an employee. Punishment typically occurs following undesirable behavior. For example, a supervisor may berate an employee for performing a task incorrectly. The supervisor expects that the negative outcome will serve as a punishment and reduce the likelihood of the behavior recurring. The use of punishment in organization is controversial and often criticized because it fails to indicate the correct behavior. However, almost all managers report that they find it necessary to occasionally impose forms of punishment ranging from verbal reprimands to employee suspensions or firings. Extinction is the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes. With extinction, undesirable behavior is essentially ignored. The idea is that behavior that is not positively reinforced will gradually disappear A New York Times reporter wrote a humorous article about how she learned to stop nagging and instead use reinforcement theory to shape her husband’s behavior after studying how professionals train animals. When her husband did something she liked such as throw a dirty shirt in the hamper, she would use positive reinforcement, thanking him or giving him a hug and a kiss. Undesirable behaviors, such as throwing dirty clothes on the floor, on the other hand, were simply ignored, applying the principle of extinction. Reward and punishment motivational practices based on the reinforcement theory dominate organizations. According to the Society for Human Resource Management, 84 percent of all companies in the United States offer some type of monetary or non- monetary reward system, and 69 percent offer incentive pay, such as bonuses, bases on an employee’s performance. However, in other studies, more than 80 percent of employers with incentive programs have reported that their programs are only somewhat successful or working at all. Despite the testimonies of organizations that enjoy successful incentive programs, criticism of these â€Å"carrot- and- stick† methods is growing, as discussed in the Manager’s Shoptalk. If rewards and motivation are failed to fulfill the employees the manager of Walmart should apply some positive reinforcement in order to safe the situation. Positive reinforcement is the practice of rewarding desirable employee behavior in order to strengthen that behavior. For example, when you praise an employee for doing a good job, you increase the likelihood of him/her doing that job very well again. Positive reinforcement both shapes behavior and enhances an employee’s self-image. Recognizing and rewarding desirable employee behavior is the essential key to motivating employees to work more productively. This method will reap many benefits, first it clearly defines and communicates expected behaviors and strengthens the connection between high performance and rewards. It reinforces an employee’s behavior immediately after learning a new technique and promotes quick, thorough learning. It motivates effective workers to continue to do good work. Lack of reinforcement leads to job dissatisfaction. It increases productivity by rewarding workers who conserve time and materials. Employees who are rewarded after they successfully perform feel self-confident and become eager to learn new techniques, take advanced training, and accept more re sponsibility. Rewarding employees who suggest improved work procedures will produce more innovation – if you create a relaxed work environment, reward new ideas and tolerate innovative failures. Employees who receive recognition for their achievements are more enthusiastic about their work, more cooperative, and more open to change. Besides that, when you show appreciation and reward employees for good work, youll be able to increase their job commitment and organizational loyalty. In conclusion, giving positive reinforcement does not mean that what is done incorrectly by an employee is to be ignored. Instead, it means to recognize what portion of the work was done correctly first, then follow-up with what can be done better the next time and why the performance or work result was not quite what was expected. If this means the manager must take some of the blame for not giving detailed instructions for the desired behavior or result, they should do so in an apologetic manner and then proceed to explain how the manager personally will try to do better. This is an excellent time for the manager to let the employee know they still have faith in them but need their help and cooperation by their asking questions if the managers instructions are not clear. This allows both the employee and manager to get better at communication, which results in improved task completion. Remember mangers need to give positive results first, then follow-up with what improvements are needed, apologize if necessary, and then reinforce what was done right again. When working the improvement or follow-up statement do not use the word but as this word often negates anything said before it and the employee may stop listening as they know a negative is coming next.

The Role of Ophelia in William Shakespeares Hamlet Essay -- Papers Sh

The Role of Ophelia in William Shakespeare's Hamlet Although Ophelia is not a main character in the revenge tragedy 'Hamlet' her dramatic purpose is vital to the play. It emphasizes the poisoned body politic and its affects on the innocent. The role of women in the sixteenth century is to be obedient and dutiful, the only way to accomplish this was to be passive. Women in the sixteenth century were meant to be obedient to their fathers, for they were their property until such a time came when she was married, it would then be her husband to whom her duties lied. Denmark is in a state of chaos shown by the opening death of the true King Hamlet who was murdered by his own brother Claudius, Claudius then seduced his brothers wife and took over the thrown of Denmark. Due to this chaos innocence, loyalties and love are corrupted and all that was good and dutiful falls into darkness under the ruling of evil. Ophelia is a women of the court her duty is to her father Polonius, and her brother Laertes. It is her fathers intentions to marry Ophelia off to a suitable and profitable match. We first meet Ophelia whilst she is saying farewell to her active brother, Laertes, who is going with friends to university leaving Ophelia with only her father to tend to her needs. Unlike her brother, Ophelia is passive, a dutiful daughter and everything she should be for a women of the court in the sixteenth century. However this is only acceptable in a righteous Court, Denmark however is in a state of chaos and Ophelia’s passivity can only lead to her destruction. Whilst Ophelia is talking to her father once Laertes has left for universi... ... play to measure the corruption, she is a catalyst for the revenge tragedy, for without her death we would not be able to understand the true corruption and evil that runs its course through Denmark like poison. Ophelia may not be a main character or agent in the play but her dramatic purpose is vital to the plays understanding and interpretation. To conclude Ophelia is vital to the play and its understanding even though she is not a protagonist, without her innocent and passive character it would be hard to understand the true destructive nature of the mislead court. --------------------------------------------------------------------- [1] Rebecca West â€Å" The Nature Of Will† in Hamlet : Norton critical edition p.230 [2] Rebecca West â€Å" The Nature Of Will † in Hamlet: Norton critical edition p.231

Cox’s Container Company (CCC) Essay

In the modern constant changes business environment, company needs to change constantly to remain competitive in the market. If not, the company will be facing survival risk. There are no mercy and exception for Cox’s Container Company (‘CCC’). CCC faced increasing competitions over the past 5 years and profits are in declining trends due to reduce in margins. Harold Cox was clueless on how to rectify the problems. He has delegated the task to Erica Wilson to review CCC’s operations and oversee organization changes. Under her control and management, new central administration department was formed to implement budgeting system and company-wide information system. First time in the history of CCC, Wilson recruited external appointees to hold managerial post in the new central administration department. However, no one seemed very keen on the new system and encountered strong resistance from Abdul Aziz, manager of production department who incharged 2/3 of CC C’s total staffs. After so many years since CCC was established, Harold Cox had done not much changes to CCC’s structure and culture. CCC still practicing simple structure with flat hierarchy and decision-making is highly centralized in the hand of the Cox family. This allows Cox to run the operations flexibly, direct communication to avoid message being misinterpreted and wrongly manipulated, wide span of control as all managers reporting to him and expedites the decision-making process without going through layers of people. However, simple structure is more suitable for start-up or small firms for flexibility, control early growth and developments whereas centralization discourage innovation and no creativity. As CCC grows larger in size, it also more difficult for Cox to control and coordinate them effectively. According to General Sir Iain Hamilton once said ‘No one brain cans effectively control more than 6 or 7 other brains’. Moreover, when information and data are overloaded, he may not has sufficient times to handle and analyze to make full use out of it. Culture and authority of CCC is power culture and traditional authority. With Harold, there are addition of charismatic authority found on his supports to ethnic minorities. Power culture (Handy, 1993) depends on a central power source, few rules, informal system and decision are based on a balance of power rather than logic whereas traditional authority are the ability and right to rule is being passed down, i.e. CCC being passed down to Cox family member. Similarity of those are being very dependent to a single person and capability of that person are very much to determine the direction and successfulness of the company. In the history, many of the family businesses that stagnated and were eventually annexed in Britain after the Second World War were power cultures that had die in the centre. Hence, CCC might has going concern issues if successor of Harold is not as good as him and not supportive towards ethnic minorities. Besides retirement of Harold, majority of staffs in production department have worked for CCC for more than 10 years will have similar timing of retirement. This might be a risk of CCC facing shortage of production staffs in the future and affect productivity. Internal promotions have advantages of saving in times and costs of induction program for new staffs, boost morale and motivate staffs to perform. But, all senior positions in the production department have been filled through promotion of shop floor employees with no proper evaluation on competency and professionalism will affect company performance. It is not only no new ideas being introduced, it might be challenges for them to adapt to new technologies and working practices, i.e. new system implemented by Erica. Most importantly, senior manager are the person that make decision on behalf of the company and the effect that decision outcomes have on the lives of all organization members (Henry Mintzberg, 1989 cited in Huczyns ki and Buchanan, 2013). Another areas to pay attention under Cox management will be informal group formed due to empowerment for each functional department as form of motivation to improve performance. As Aziz being the manager of production department and ethnic minorities relying much on Aziz to safeguard their interests and benefits. This dependent relationship created Aziz as transactional leader. A leader who treats relationships with followers in terms of an exchange, giving followers (ethnic minorities), what they want (safeguard their interest and benefits) in return for what the leader desires (Aziz had easily established his identity and enjoying autonomy within the production department) following prescribed tasks to pursue established goals. Indirectly, Aziz has the capability to influence his staffs’s behaviour and contribute to mutual need satisfaction. In the other hand, in the opinion of Aziz, there are informal group being formed under John Straw to run the whole company on his own interest without knowing the complexities of production which was a formal group created consciously by management to carry out a specific task (implementing new system) and accomplish CCC’s goal (improve CCC’s operations). According to Homans (1951 cited in Huczynski and Buchanan, 2013), informal group formed according to their self-interest which may not work together to achieve the common goal. As Wilson was given the authority to make changes to CCC’s operations. She has her own management style to run the whole process of changes. She is an autoratic leader by accomplished the task entirely on her own and conclusion drawn based on her own judgement with no consultation and input from anyone. Autocratic leadership will be good when time is short but lack of creativity. She also moved CCC’s structure towards mechanistic structure with standardization, many rules and little autonomy, i.e. budgeting system to replace the rather informal system and requires all departments to inform the central administration department twice daily basis of work in progress. Different structures give rise to different culture (Handy, 1993). Thus, culture also change from power culture to role culture. Role culture also emphasize on the importance of rules, procedures and its operation are driven by logic and rationality. Authority of CCC will be legitimate authority that based on formal and written rules. According to Weber (1947 cited in Huczynski and Buchanan, 2013), an organization based on legitimate authority would be more effecient than one based on either traditional or charismatic authority. This was because its continuity  was related to formal structure and the position wi th it, rather than to a particular person who might leave or die. Since Wilson is the sole decision maker on what and which area needed for change to improve CCC’s operations. She had conclusion drawn based on her own judgement and interpretation from her personal experience, expectation and belief with no feedback obtained. Feedback will be important and enable for her to complete the survey more holistic. According to John Mezias and William Starbuck (2003 cited in Huczynski and Buchanan, 2013), management perceptions are often wrong due to selection of information that fits their expectations and pay less attention to information that does not. Generally, group decision are better than individual decision. It will be more advisable to involve relevant CCC’s staffs like Aziz contributing their diverse skills, knowledge and experience in production process for Wilson to understand the situation clearly to make better decisions and more alternatives to solve problem faced by CCC. In addition, staffs particularly Aziz felt recognition and respect through participation, understand the decision better and wider acceptance of decision make by Wilson. Likewise, if CCC’s staffs knew that Harold is more interested in finding issues that fit into causing declined in profits of CCC rather than finding out the facts with no further verification of the accuracy and basis of the report and conclusion drawn as Harold also unsure how to proceed. In addition, many people believe that making the right decision late is the same as making the wrong decision as Harold is anxious to improve the profitability of CCC. CCC’s staffs will be demoralized and demotivited, then CCC is infected with destructive cynicism. Wilson also has not informing staffs on the needs, benefits and objectives of implementing the new systems. As no clear direction and understanding the  need of change, staffs were not very keen on the new system and the degree of new system would affect their current working practices. They might also felt that they are being push out of their comfort  zone and found it stressful and frustrating to cope with the new system. As a result, readiness for change from staffs will be low and leads to high in resistance to change. With no support and collaboration from staffs these make implementation more difficult. Wilson has had making it worst with the survey was being conducted in some secrecy way created negative atmosphere in the company. The intention of Wilson to recruit John Straw, Eric Long and Simon Pedder to hold managerial post in the new central administration department is to have new blood to bring in innovation and creativity. With their experienced in previous company, they will be able to contribute an effective operational and cost controls for CCC. However, due to background and experience of them have no relevancy in manufacturing or production, it may not be convincing enough for staffs to trust and follow their instruction. Later encountered strong resistance from Aziz which has worked more than 10 years in production line and very defensive of production department has no issues on getting orders out on times and achieved zero defects. They may also have different culture and shared different values as other staffs. Communication climate (Jack Gibb, 1961 cited in Huczynski and Buchanan, 2013) exercised by Cox and Wilson was one way and closed communication climate where information was withheld, no sharing of the finding of the survey, strategies and problem faced by CCC have make no awareness to staffs. Staffs might felts discrimination, distrust and doubtful on self worthiness after long services of contribution to CCC. Misunderstanding easily created between staffs and management might led to minimum staffs engagement and  supports to comply with changes implementation and making it more difficult and may not align with CCC’s objectives. During the process of implementing the new system in CCC, there are no top management briefing conducted which is considered one of the best way to encourage staff engagement especially it is from Cox as he is regarded highly within ethnic minorities. With his traditional and charismatic authority, he is able to influence staffs behavior and engageme nt to comply with the changes implementation. 5 Once there are no effective communication internally within CCC and due to differentiation in culture, perception, politic and staff’s legitimate interests. Conflict between staffs is inevitable as each attempts pursue its own objectives. A company needs conflicts as a positive forces for managers to think, critisicism for self refection and innovation for effective performance. However, if conflict do not handle properly between Aziz and Straw team under Wilson new management. As perception of Aziz towards implementation of formal system and tight reporting is form of threatenning their’s interest and change of structure also changes the balance of power and autonomy possed by Aziz. It will be turn out to be dysfunctional conflict and hinders company performance as Aziz has the ability to influence behavior of 2/3 of CCC’s total staffs on level of productivity. If failure in resolving the conflict, CCC will have survival issue in the long run due to deteriote o f company performance. Hence, changes and continuing to change within internally is a must for CCC to survive in the long run to cope with complexity and be responsive to environment uncertainty. Do nothing will not be an alternative and choice for CCC. As globalisation and expansion of CCC, simple structure with flat hierachy and power culture may not be as responsive to opportunities and challenges in the long run. Second alternative will be remain with Wilson’s coercive change strategy to  implement the change even though without support of Aziz. According to Doug Stace and Dexter Dunphy (2001, cited in Huczynski and Buchanan, 2013) , where organizational survival depends on rapid and strategic change and short of time, dictatorial transformation is appropriate. In the later or appropriate stage, Wilson may implement technology into producing containers using the techniques of mass production to standardised quality of products, elimination of waste and reduction costs which will go well with mechanistics structure. Mass production has characterics of boredom of repetitive of works and low morale led to high levels of absenteeism and complaints. The solution to boredom were job  rotation and job enlargement in term of installation of machine, enhancement, integration and inspection.  Third alternative of change management strategy will be the role of the change agent. This approach will need involvement of top senior management who are credible and acceptable. In this case, Harold Cox will be the most appropriate and suitable person. He with his power and charismatic leadership, he is able to influence and motivate ethnic minorities to support and cooperate with him for fact finding and proceed with the changes make to CCC’s operations. He may also appoint professional consultants to carry out the investigation or combination of both. The first alternative is not preferred due to successfulness and survival of CCC very dependent on one person whereas third alternative also not the most preferred but still workable but will be time consuming. If involving external consultant then Harold needs to manage the external consultant of their own commercial interest as well as costing issues. As there are no correct way or one way solution, the most preferred will be the second alternative. The second alternative will be able to achieve the company objective and long term goal as explained above. For making the transitional  more harmony and smooth, Wilson should be more sensitive on culture differences. She should educate staffs with training and practice open two ways communication as well as get more participation and encourage more involvement of staffs in carrying out the survey and implementation. Besides implementing rewards system will be able to motive staffs to performance and aligh with company to achieve comm on goal. According to Meaney and Wilson (2009 cited in Huczynski and Buchanan, 2013), the successful rate of planned change programmes is less than 40% and that estimate may be optimistic, and 2/3 fail to achieve their objectives (Gardini et al., 2001 cited in Huczynski and Buchanan, 2013). In order to meet company’s objective and successful with change. The  following plan of action is recommaned by John Kotter (2007 cited in Huczynski and Buchanan, 2013). 1. Create urgency Wilson should inform all staffs on problem faced by CCC with evidence. Developed scenarios and consequences, if no full cooperations and supports from staffs. 2. Form a powerful coalition Wilson should involved Aziz to form a coalition, for him to lead the change on his production department to achieve maximum results. 3. A clear vision †¢ A clear vision of change must be developed by Wilson with achievable  startegies and realities plans to inspire all staffs to change, to align with company’s goals. 4. Effective communication †¢ Vision must be communicable and communicating in two way and openly, this can be done through compulsory training to ensure familiarity and responsive from staffs. 5. Remove obstacle †¢ Harold and Wilson should have an honest dialogue with Aziz to problemsolved resistance from him and seek for collaboration. If not, backup plan must be in-hand for Aziz leaving for change to be implemented successfully. 6. Motivation and rewards †¢ Carry out change in stages to avoid unbearable failure. Once short term milestone has achieved, recognized and rewards those involved as motivation to more forwards. 7. Assessment †¢ Periodic assessment needed to ascertain improvement, enhancement and amendment in placed to cope with changes from environment and market to achieve company’s goal. 8. No anchoring †¢ Even though tradition is a powerful force but management should walk their talk to ensure new changes and culture are planted. Making it happen and making stick. The above should take placed in sequence and staffs need time to adopt and familiarised with the new of structure and culture. Thus, Wilson should understand that changes can only be carried out in stages and not to rush in order to change effectively and efficiently. References Handy, Charles B. (1993) Understanding Organizations, Chapter 7: On the Cultures of Organization pp180-216. London:Penguin. N. Anand and Richard L. Daft (2007) What is the Right Organization Design?. Elsevier Inc. Nigel Bassett-Jones and Geoffrey C. Lloyd (2005) Does Herzberg’s motivation theory have staying power?. The Journey of Management Development. Dexter C. Dunphy, Doug A. Stace (1988) Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model. Organization Studies. Andrzej A. Huczynski and David A. Buchanan (2013) Organizational Behaviour Eigth edition. Person Education Limited.

Saint Honor Cakes Essay - 520 Words

Staring out as a ring-shaped brioche filled with pastry cream, the St. Honorà © Cake has transformed greatly since it was originally created. The very first St. Honorà © Cake was invented in the year 1846 by a man named Chiboust. Paying homage to both the saint and the name of the street, Saint Honoà © St, with his cake but giving it his own name to the filling. At this time, 1840’s, the world of pastry was evolving especially for the French pastry. It was a time of change from tall, inedible pià ¨ces montà ©es to simpler creations that were more flavorful and could be eaten down to the base. This time period was also a time for development of the St. Honorà © Cake, the original was very different from the cake we consider to be the †classic.† The†¦show more content†¦The recipe might look difficult at first glacnce, but it is faily easy to make. It is just a matter of assembeling all the components once they are baked and made. You start off by making the choux pastry; mixing milk, water, salt, and butter. Then you add flour and stir until it all comes together. Transfer to bowl and stir in eggs until completely they are completely absorbed by the dough. Pipe the mixture onto a pan making small mounds that will bake and become the cream puffs that will go on top of the base. Next make the cake base and cut into a 24 cm circle, making sure to poke holes into the dough. Next outline the circle with choux pastry and then make a smaller circle in the center. Once it has baked you make the pastry cream that will go in the center. Prepare the crà ¨me Chiboust then in a bowl whisk egg yolks, sugar, and corn starch. When milk in the crà ¨me is boiling pour it into the egg mixture in three increments and boil. Allow the pastry cream to boil and then store in fridge. For the meringue start the sugar syrup by placing sugar and water in saucepan on medium heat. At this time start whipping eggs. 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