My Favourite Band Essay

I have always loved music since I was young . My favorite band is One Direction . I love One Direction because they are the most amazing band in the world . When I first heard their music, I knew that they were always going to be one of my favorites band. They song made me want to get up, dance, and sing . Their music is catchy ,fun to listen to and over all great. One Direction are a British-Irish boy band consisting of members Niall Horan, Zayn Malik, Liam Payne, Harry Styles and Louis Tomlinson . The cutest guys you could imagine . I like One Direction most because their voice is very nice and when they sings their voice comes from the heart and which is very touchy and tends the song listen many times. They competed on the seventh season of The X Factor . One Direction’s first single is â€Å"What Makes You Beautiful† . The first song of one direction that makes me feel crazy is What Makes You Beautiful . A catchy tune began to play, it made not only my body dance b ut my heart too. A deep and sweet voice began to sing meaningful lyrics that made me smile so much it hurt my cheeks. One Direction’s song Little Things has the emotions kind of moving, with the lyrics that make you want to cry because they are so meaningful. One Directions voices are reason why I love them so much. Their singing voices and talking voices can catch anyone speechless . Their voices are so beautiful, in every single way possible. I mostly like Harry and Zayn voices . Each member has beautiful personalities as well, another reason I love them so very much. Liam has a sweet and caring personality. Louis believes he will never grow up and thinks everything needs to be fun in a way. Zayn has a sweet, over protective, bad boy personality. Niall has an adorable, care free, special personality that makes everyone love him. Harry has the perfect kind of personality. He can be shy, but at the same time completely friendly. Harry is very sweet and seems to always make people feel special. One Direction is the most important thing in my life. I absolutely in love with One Direction. Especially, Zayn Malik! I hope that my dream to go to One Direction 2013 World Tour will come true .

Leadership and Hilton Group Essay

INTRODUCTION Internationalisation of the hotel industry has reached the top of corporate agendas and many hotel chains began to realise that the international business environment is going to be fundamentally different from that of the past and that their HRM strategies require attention. Organisational leadership are numerous, however, the hospitality sector has received a great deal of attention in these, in particular, the links between leadership and delivery of quality at the point of service. The hospitality sector face particular challenges with regard to motivating service staff, who are often working in less well paid positions but who are of vital importance for effective service delivery. Motivational leaders can address this situation in a number of ways, in particular by: * clarifying and promoting organisational goals; * encouraging employees to work towards these goals; * demonstrating excellent performance; and * providing positive feedback to employees. A large part of Hilton’s famous consistency springs from a global approach to training – with the online â€Å"Hilton University† a prime example. This promotes a set of shared values which in turn creates a feeling of pride in working for the company. A lot of emphasis is placed on coaching General Managers to act as good role models for their staff. Theories of leadership & Motivation: The transactional and transformational leadership theories and their related characteristics and behaviours are going to be explored to insure we have positive and successful data to guide future leaders in the hospitality industry. Transactional Leadership- Leadership through the rewards and punishment Transformational Leadership- Leadership through inspiration, passion, and vision. The transformational/transactional leadership dichotomy was introduced by Downton (1973) in his study of political leadership; to Downton, transformational leadership was characterised by a mutually-motivational relationship between leader and follower. Downton contrasted transformational and transactional leadership in his study of the differences among revolutionary, rebellious, reform-oriented and ordinary leaders. This distinction between transformational and transactional leadership orientations was later utilised by Burns in his seminal work. Leadership which examined the political, social, and psychological dimensions of leadership and examined its moral dimensions using Kohlberg’s hierarchy of moral development. Transactional (ordinary) leadership is based on an exchange relationship in which follower compliance (effort, productivity, loyalty) is exchanged for expected rewards. Implementation strategy of firm established annual goals, policies need advice, to motivate and support staff that prepared the allocation strategy can be executed in the Hilton Group plc. This strategy includes to implement ion of cultural support, creating an effective organizational structure, re-direct marketing efforts, preparing budgets, developing and information system and organizational performance, employee compensation uniting. The Hilton’s structure affects the behaviour of people and employee – between the units rivalry, competition for resources, collaborative spirit, teamwork, internal politics and belief system to all affected how people work, how they approach work and hard work will be of course, their performance. Factors that help in implementation of motivation and leadership Hilton are: EFFECTIVENESS & EFFICIENCY Efficiency and Effectiveness with which infrastructure work is effecting, but more importantly of The Hilton’s how-to organisation serves their customers to effective service. Towards disunity, lack of cross-integration of work and inconsistent behaviour of service customers’ perception will affect. ORAGANIZATIONAL CULTURE Hilton’s organizational culture, basic assumptions, values and belief system of the organization as a whole. Various elements of the organizations own culture can be. That, or can display different valuation, in Conflict with corporate culture. The Hilton’s project team could culture their own informal group who may not fully joint with corporate culture. NATIONAL (CORPORATE) CULTURE The Hilton is a big organizational company so its corporate culture, basic assumptions, values and belief system formally includes the head of an organization coalition. Often this means senior officials and enterprise owners, but staff members (co-operatives) may include Trade unions and government. Basic beliefs, values and beliefs of the founder of an organization can affect an organization’s major coalition organization long after they have left. ORGANIZATION DEVELOPMENT FOR HILTON GROUP PLC FOR MOTIVATION: The Hilton’s Organization development research we could considered Kurt Lewin’s 3-step model. In this model demonstrated the most effective group norms and consensus decision-making to separate and organisational behaviour. This model it can be also research programmes included load indicators and the effect of group discussion and commitment in changing eating habits. The process of change comprises of three stages:  · Unfreezing: create the initial motivation to change by convincing staff of the undesirability of the present situation;  · The change process itself: mainly concerned with identifying what the new behaviour or norm should be. This stage will often involve new information being communicated and new attitudes, culture and concepts being adopted.  · Refreezing or stabilising the change: implying reinforcement of the new pattern of work or behaviour by rewards (praise etc.). Develop the belief that the changed situation satisfies organisational and personal values. 1. We can show steps include in plan revolution processes.As a cyclical process of an Organisation Development research change is shown. Round circle working with clients and representative of change recruited by the work begins with a series of planning. A primary diagnosis of the main component of this stage, data collection, outcome feedback, and added combine action plan. In the language of systems article, this step contribution, the customer systems as yet unknown is alert of the problems, shows the effect of changes required to help output, maybe the problem-solving and agency process is with the ordinary stock. 2. The second stage of (OD) action research plan, or changes, phase. Related to the studying process at this stage and planning and implementing behaviour change in client organizations, add the action. The category of reply shown by a response Loop will be taken and plan to change the past with the actual of well recognize the impact of changing customer systems will transport to educational activities 3. The third part of the (OD) research production, or outcome, stage. The platform includes real change in reaction. If any resulting from corrective action ratio taken the next second stage. Data collected from customer systems again can be set so that progress and modification may be needed in the learning activities. LEADERSHIP MOTIVATION THEORY FOR THE HILTON Hilton’s build a two dimensional factor build on employee behaviour of his work. They can be also added in there company policy, supervision, salary and working condition rather than motivators. As per his theory the absence of the factor creates a job satisfaction but their present doesn’t match there. In that case Hilton Group also find out a five motivate element were strong job satisfaction. 1. Achievement 2. Responsibility 3. Advancement 4. Preconisation 5. Work it self Critically evaluate theories relating to managing cultural diversity for Hilton group of hotels? Hilton International Group is a leading global hotel brand and the company, with an expanding portfolio of hotels, mainly Hilton Brand, Conrad and Vernon Hotels. The company operates 380 hotels worldwide and is represented in 66 countries. Its 80,000 strong workforce looks after an average of 8 million guests every year. The quality of the Hilton brand is such that customer service and operational excellence is higher than in most industries. Senior executives at Hilton believe that the training and ongoing development of its employees is critical in order for the business to stay ahead in a competitive global marketplace. Consequently, learning is a major part of the company’s strategy. Hilton International is totally decentralised; splitting into countries, cities and individual hotels. Theories for managing cultural diversity at Hilton group of hotels INTERNATIONAL HRM STRATEGY 1.Recruitment: The recruitment strategy, must determine the nature of the IMD programme and the type of international manager development. Three different approaches available to managing and staffing companies’ subsidiaries include an ethnocentric approach, which will tend to use expatriates in key positions abroad; a polycentric approach with the use of local nationals wherever possible, and a geocentric approach with a mixture of nationals, expatriates and third country nationals. In the ethnocentric approach, the cultural values and business practices of the home country are predominant. All the standards for evaluation and control are determined centrally from the headquarters in the form of orders and commands. The polycentric approach is in direct opposition. The subsidiaries in each country are developed locally under the supervision of local managers. It results in little communication between headquarters and subsidiary. The geocentric approach, organisations try to combine the best from headquarters and the subsidiaries to develop consistent worldwide practices. In regard to Hilton Hotel Group, it tries to involve more integration between centre and subsidiaries to ensure close co-operation between the different parts of the chain, and implement both universal and local standards for evaluation and control. The company that applies the global integrated business strategy manages and staffs employees on a global basis. For example, Hilton has for many years attempted to recruit and develop a group of international managers from diverse countries. These people constitute a mobile base of managers who are used in a variety of facilities as the need arises. 2. DEVELOPMENT AND PERFORMANCE EVALUATION Considering the international nature of the hotel industry it becomes clear that different development needs exist believes that there are two-tiered approaches to international development. At a tactical level, companies such as Hilton, have to ensure that managers are able to operate in different locations while developing sensitivity to the local environment. The second one is based on a strategic level, where managers are required to think globally and view the organisation in an international context. Hilton has introduced a large number of HRM strategies which focus on selecting, training and developing global managers who understand the worldwide ramifications of their business and can operate throughout the world. The loss of employees is among the biggest issues facing modern-day corporations. Hilton Hotel Group is one of the examples, where managers work with closely with employees to detail their career paths. Hilton continues to demonstrate that building a satisfied and valuable workforce is not a quick-fix procedure, but an integrated approach that permeates through every aspect of the organisation. Hilton tries to recognise the importance of employee approaches and heavily invests in it. 3. RECOGNITIONS AND REWARDS AT HILTON An organisation reward strategy is perhaps the area which, for employees, provides the greatest bridge between rhetoric and reality. It is not only an essential tool in terms of retention, motivation and recruitment – it is an opportunity to demonstrate the culture of the organisation in a way that has real impact on employees. Hilton International aims to make everyone feel valued within their working environment. Its objectives are to maintain high standards in human resources management and to create a business culture in which everyone can grow and develop their careers. To support this commitment, Hilton University has been launched worldwide, covering a range of skills for the hotel industry, from operational and technical to finance and general management. LABOUR MARKET: Labour supply and retention remain areas of managerial concern in the UK and international hospitality industry. High Turnover Issue: It is generally considered that turnover in the industry should be attributed to the essentially transient nature of part of the workforce, namely students, young mothers and young people as a whole, as well as to the general difficulty in retaining staff. The ageism issue is difficult to identify, and therefore difficult to eliminate in an employment context. Nowadays the industry employs mostly young people, and indeed for many of them provides the point of entry into the world of work. Older recruits often have considerable experience in the industry and may have a lower absentee rate. (Nord and Durand, 1978; Lucas, 1995) In Hilton, where employees are recognised as valued assets and receive the training needed to assume greater responsibility, and where their opinion is sought with regard to operational changes, turnover rates are lower. Impact of new technology: Technology which facilitates on-line hotels will have an impact in terms of staff reductions on the front-desk hotel staff, which used to perform those functions. This technology also calls for a different range of skills from employees. Training will therefore become a continuous need and the remaining jobs will require greater skills. Compare and contrast the style of leadership and appropriate motivation technique across different culture in Hilton group? The Hilton Group Plc also focuses the leadership styles depend on leader’s behaviour, result of philosophy, personality and experience of the leader. Here Kurt Lewin and some other philosopher declare some different types of leadership so we can be also think on this way to make a better organising management. Bureaucratic, Autocratic, Democratic or Laissez-Faire (Free Reign) Leadership. 1. Bureaucratic: – A leader who uses fear and threats to get jobs done. As a leader, an authoritarian leadership style which uses the leader with all this style also makes the same decision. 2. Autocratic: – Under the authoritarian leadership style, as a leader in federal decision-making powers is shown that leaders are rulers. 3. Democratic: – Democratic leadership style, decision as a favour done by group, as leader, after consulting group offers instruction. Democratic leader of the group members because they unilaterally decided by them in consultation with the Partnership are not born with as dictator. 4. Laissez-Faire (Free Reign):- A free rein leader does not lead, but the group showed itself as a complete leaf, a leader allows subordinates more and more freedom. They are given generous in deciding its policies and practices. Free rein leadership style autocratic style is considered better. Organizations around the world has been recognizing the cultural diversity within organization is not a contradict aspect, rather can assist an organizational pursue for glory. However it is not an easy task to manage employees with different cultural backgrounds. Nevertheless there are so many policy guidelines that can make a piece of work simplified. On a wide perspective, cultural diversity can be manage through communicating (creating awareness among all employees about diverse values of peers through communication), cultivating (facilitating acknowledgement, support and encouragement of any employee’ success by all other workers), and capitalizing (linking diversity to every business touch on and strategy such as succession planning, restructuring, employee motivation, performance management and review, and pay back systems) strategies Cross-cultural psychology at Hilton attempts to understand how individuals of different cultures interact with each other. Along these lines, cross-cultural leadership has developed as a way to understand leaders who work in the newly globalized market. Today’s international organizations require leaders who can adjust to different environments quickly and work with partners and employees. Implicit Leadership Theory: The Implicit Leadership Theory (ILT) asserts that people’s underlying assumptions, stereotypes, beliefs and schemas influence the extent to which they view someone as a good leader. Since people across cultures tend to hold different implicit beliefs, schemas and stereotypes, it would seem only natural that their underlying beliefs in what makes a good leader differ across cultures. Hofstede’s Cultural Dimensions : One of the most prominent and influential studies to date regarding leadership in a globalized world is the Hofstede dimensions of culture. The study reveals similarities as well as differences across cultures and emphasizes the need to be open-minded to understand the differences in other cultures. Hofstede and Hofstede (2005) utilize five dimensions of culture to compare cultures to give leaders an understanding of how to adjust their leadership styles accordingly. These dimensions include Individualism/Collectivism, Feminine/Masculine, Power Distance, Uncertainty Avoidance, and Long Term/ Short Term orientation. Leadership Styles Across Cultures: Leadership is a universal phenomenon That is, wherever there are people, there are leaders. The question here is not whether leadership exists across cultures, but do various leadership styles (paternalistic leadership, transformational leadership, transactional leadership) translate across cultures Paternalistic Leadership Paternalistic leadership â€Å"combines strong discipline and authority with fatherly benevolence and moral integrity couched in a ‘personality’ atmosphere† Paternalistic leadership is composed of three main elements: authoritarianism, benevolence, and moral leadership. At its roots, paternalistic leadership refers to a hierarchical relationship in which the leader takes personal interest in the workers’ professional and personal lives in a manner resembling a parent, and expects loyalty and respect in return . A great deal of research has been conducted on the prevalence of this leadership style in non-Western business organizations, indicating the prevalence of paternalistic leadership in countries like China and Taiwan. However, considerably less research has been done on whether paternalistic leadership exists in Western cultures. Recently, there has been an increase in the amount of attention placed on paternalistic leadership in non-Western cultures. Based on recent cross-cultural studies, paternalistic leadership seems to be more apparent across cultures than previously believed. Further research is needed to explore how prevalent it is, and how individual characteristics may play a role in where paternalistic leadership is found. Transformational & Transactional Leadership In addition to paternalistic leadership, other well-known leadership styles include transformational leadership and transactional leadership. Transformational leadership is loosely defined as a charismatic leadership style that rallies subordinates around a common goal with enthusiasm and support. Transactional leadership is characterized by a give and take relationship using rewards as an incentive. These concepts were introduced by Bass (1985) and have been updated and studied throughout the years, claiming the transferability of these types of leadership styles across cultures. With the help of cross-cultural business surroundings comes a need for people to be aware of how culture influences the organization. The cause of event is the leadership challenge is very hard to achieve. The Leaders of new era should have the ability to managing people of different cultures; the leaders must have the ability to listen every one and should understand the actual meaning of diversified cultural co-workers. This is the main and the core challenge which a leader faces; when people perceive the world, communicate and view their leaders in different ways, the leader’s ears may be ringing with misunderstood messages. Behavioural Theories: Behavioural theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviourism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. 3. Contingency or Situational Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. 4. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. Theories of Motivation 1. Abraham Maslow’s â€Å"Need Hierarchy Theory†: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory this needs are : (i) Physiological needs : (ii) Security or Safety needs : (iii) Social needs : (iv) Esteem needs : (v) Need for self-actualization : Description: Motivation 2 â€Å"Theory X and Theory Y† of Douglas McGregor : McGregor states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. 3 Mayo Theory of Motivation Elton Mayo (1880 – 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work. 4 Herzberg Theory of Motivation Frederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors) Critical Analysis of leadership Theories Trait Theory: The Trait Approach came from the â€Å"Great Man† theory as a way of identifying the key characteristics of successful leaders. It was believed that through this approach critical leadership traits could be isolated and that people with such traits could then be recruited, selected, and installed into leadership positions. This approach was common in the military and is still used as a set of criteria to select candidates for commissions. The problem with the trait approach lies in the fact that almost as many traits as studies undertaken were identified. After several years of such research, it became apparent that no consistent traits could be identified. Although some traits were found in a considerable number of studies, the results were generally inconclusive. Some leaders might have possessed certain traits but the absence of them did not necessarily mean that the person was not a leader. 2 The Behavioural Theory: The results of the trait studies were in concluded. Traits, amongst other things, were hard to measure. How, for example, do we measure traits such as honesty, integrity, loyalty, or diligence, while in this theory of leadership its very clear that the behaviour of the leader is very important, its doesn’t matter how intelligent he is or how educated the leader is. its the game of behaviour and game of personality. This style of leadership, we can see mostly in south Asian countries or third world countries. And in my view this kind of leadership is based on idealism. 3 The Contingency Theory The behavioural theories can help the managers at Hilton Group for developing specific leadership behaviours they give them little guidance as to what constitutes effective leadership in different scenarios. Indeed, I feel that no one leadership style is right for every manager under all circumstances. Instead, contingency-situational theories were developed to indicate that the style to be used is contingent upon such factors as the situation, the people, the task, the organization, and other environmental variables. 4 Participative Theories Participative theory may helps more to the managers rather than other above theories. The positive thing about participative style of leadership is distribute the power among the team members. That’s means the leader transfer and share the power among all the team members. This will help to make better decisions, because every team member will participate in the decision making process. In this case every team member has the importance and that thing motivate and enhance their confidence level. On the other hand if the leader transfer the power to that member who I not capable of doing assigned work than that thing can impact negatively. Maslow’s theory is not easy to test because of the nature of the subject involved, the difficulty with defining the plan or intention and only cover partly, for example between love and esteem, or physical and safety needs. Deprivation: The person who is not available in all of the basic needs containing as part of the whole being consi dered physiological, safety, love, and esteem would likely feel a powerful desire for food above all else. In the Maslow as a witness explain the example of a persisting for a long time or constantly recurring hungry person for whom no other interests exist beyond food: â€Å"he dreams food, he remembers food, he thinks about food, he emotes only about food, he conscious of only food and he wants only food†. Maslow suggested that people who experienced extreme emotional and/or physical the damaging lack of material benefits considered to be basic necessities in a society early in life may be permanently destroyed in terms of the social, esteem, and fulfilment of one’s talents and potentialities needs. Individuals develop coping mechanisms in the face of ongoing stressors: in the context of chronic deprivation of basic needs, the person may break the connection from the higher needs, since they may seem causes despair out of reach. Adults who were process of moving up the hierarchy of needs as the lower needs become satisfied criticized theories that rest on especially significant details of human behaviour under remarkable conditions, Care taken to avoid danger or mistakes against unknown situation from human behaviour in emergencies to human behaviour in more typical situations. Maslow stated a fact or belief confidently and forcefully that those who attempt to measure the goals of humankind based on not involving anyone â€Å"behaviour during extreme physiological deprivation is used to emphasize being blind to many things .it is important to observe human behaviour under more normal circumstances in order to develop a generally applicable theory that is not distorted by reaching a high environments. Maslow’s theory of the hierarchy of human needs make an effort to achieve an account for the experience of the persisting for a long time or constantly recurring hungry and the chronically satisfied within the same model, but the model’s structure does not allow enough flexibility to account for the extremes of satisfaction and the damaging lack of material benefits considered to be basic necessities in a society as well as the normal experiences of the general population. â€Å"Theory X and Theory Y† of Douglas McGregor This lasting legacy of McGregor’s The Human Side of Enterprise and his Theory X and Y is that it shows how far management thinking has come. Objecting to the dominance of Theory X in the workplace of the time, McGregor noted that ‘if there is a single assumption that pervades conventional organization theory, it is that authority is the central, indispensable means of managerial control.’ McGregor then put forward an available as another possibility or choice the art of representing three-dimensional objects on a two-dimensional surface so as to give the right impression of their height, width, depth, and position in relation to each other. Theory Y was based on the opposite set of assumptions, namely that people need not only to work but want to work. Under Theory Y, the worker finds that mental and physical effort at work are as natural as it is not working or occupied; that belonging to control and threats are not the single means of control in a company; that the average human learns not only to accept but to attempt to find responsibility; and that most of us have a fully occupying the available area to display a high degree of forming new ideas, and original in sorting out problems. It is true that neither of McGregor’s two polar opposites are achievable in any organization. Even the most swollen and distended or congested corporate giant has human spirit remain hidden within it, while the most off-beam creative firms require an organization a set of ideas. McGregor recognized this fact and was busy by the terms of a will a hybrid of organizational human try hard to achieve something, theory Z, when he died. Mayo Theory of Motivation Mayo theory of motivation has described that treating with people as human is important. The manager Should give them self respect and importance, this is an effective tool for the people who work in an organization. But the negative aspect of this theory is that mayo has forgotten about the basic needs and one of them is money. Only the self respect is not enough other things also matters. In my opinion the mayo theory of motivation is competitively less effective that other theories of motivation. Herzberg Theory of Motivation Herzberg has discussed two factor here in my view Hygiene factors avoid job dissatisfaction, for example the company polices really matters. Are they helpful to the workers, how the administration is working, what leadership style they have? If both company policy and administration is worker friendly than it really helpful to the workers and motivates them, there few other factors which have the importance is supervision, interpersonal relationship, working conditions, salary, status and security. these are the factors if they are shown preferably in the company policies that can really motivate the employees. While in Motivation Factor – work condition related to the satisfaction of the need for psychological growth, job enrichment and leads to superior performance & effort Motivation-Hygiene Combinations (Motivation = M, Hygiene = H) Benefits of Cultural Diversity For producing desired results multi-cultural managed companies have cost effective competitive advantage. It helps in boosting minority friendly reputation among progressive employees. Diverse cultural corporations help to get the best customers which have a variety of people. Diverse group of employees are seems to be more creative and efficient in problem solving as compared to similar group. Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes. Globalization is the increased interdependence (economic, social, technical, and political) between nations. People are becoming more interconnected. At Hilton there is more international trade, cultural exchange, and use of worldwide telecommunication systems. In the last 10 years, our schools, organizations, and communities have become far more global than in the past. Increased globalization has created many challenges, including the need to design effective multinational organizations, to identify and select appropriate leaders for these entities, and to manage organizations with culturally diverse employees. Motivation strategy at Hilton: An organisation’s rewards strategy is perhaps the area which, for employees, provides the greatest bridge between rhetoric and reality. It is not only an essential tool in terms of retention, motivation and recruitment – it is an opportunity to demonstrate the culture of the organisation in a way that has real impact on employees. At Hilton, the acquisition of leisure group Stakis plc in March 1999 promoted a review and subsequent update of the company’s rewards program – Esprit Club. Through their â€Å"Espirit† programme, Hilton International aims to make everyone feel valued within their working environment. Its objectives are to maintain high standards in human resources management and to create a business culture in which everyone can grow and develop their careers. To support this commitment, Hilton University has been launched worldwide, covering a range of skills for the hotel industry, from operational and technical to finance and general management CONCLUSION:- The hospitality industry, being so people-centred and customer-driven, needs inspirational leadership in all its sectors. In that case The Hilton Group Plc’s Organisation culture is analytical –learning search problem and explains process adds in to the customer service systems. This data in the form of a printed report has not come quickly, but quick response into the open joint session, and client and change agent to identify specific problems and ranking co-operation, ways to discover their real reasons in preparation, and plans to compete with them in developing realistic and practical. As a Hospitality method of data assembly, Customer satisfaction, Cleanness, accuracy, measuring results and management however, as strictly followed as a rule so it could be make lots of customer ratio. Hilton’s strategy on globalisation strongly affects the approach it takes to international human resource management. To ensure the development of managers with international experience, Hilton and other global hotel chains need to establish HRM systems as a core component of general organisation strategy and adopt a formalised approach to IMD. Whichever approach is adopted, it seems essential to plan the strategy and focus on a holistic, long-term approach rather than the individual, short-term approaches. A more centralised approach can optimise Hilton’s management as a competitive resource. The double challenges thinking puff leadership development and improve effective leadership developing practices In the Hilton Group Plc It would be greater than best of previous. At that time we find our self carefully positive field for the future. Some of the positive trends that are the make a future both challenging and interesting for the Hilton’s employee. Hilton’s strategy on globalisation strongly affects the approach it takes to international human resource management. To ensure the development of managers with international experience, Hilton and other global hotel chains need to establish HRM systems as a core component of general organisation strategy and adopt a formalised approach to IMD. Whichever approach is adopted, it seems essential to plan the strategy and focus on a holistic, long-term approach rather than the individual, short-term approaches. A more centralised approach can optimise Hilton’s management as a competitive resource. References: 1. www.hospitalityleadership.com 2. www.ukessays.co.uk 3. www.carererandhotelkeeper.com 4. http://www.caterersearch.com 5. http://www3.hilton.com 6. http://www.papercamp.com/group/harvard-hilto 7. Master of Science in Hotel Administration -William F. Harrah College of Hotel Administration 8. Leadership research in hospitality: a critical review- Steven Boyne 9. Organizational Behaviour: Foundations, Theories, and Analyses: By John B. Miner 10. Armstrong M., 1996, Personnel Management Practice, Kogan Page; 11. Article, 2001, Human resources development, employment and globalisation in the hotel, catering and tourism sector, International Labour Organisation, April 2, www-ilrror.cornell.edu/public/english/dialogue/sector/techmeet/tmhct01/tmhctr2.htm

A close reading of Beowulf Essay

The epic poem Beowulf contains contradictions about the heroic character of the protagonist Beowulf. Two certain passages in Beowulf, one at the beginning of the text and one near the end, offer evidence of inconsistencies within Beowulf’s character. We must ask one question of the poem’s protagonist: Is he really the hero he claims to be? Certain aspects of Beowulf’s integrity, mainly his lies about people’s perceptions of him, contradict the conventional classification of a hero. The legend of Beowulf begins with King Hrothgar, who is in a dilemma because Grendel, an evil monster, has been unremittingly attacking Heorot for twelve years. Beowulf, a warrior and thane of the Geat King Hygelac, hears of this and decides that he must go to Heorot to help Hrothgar, for he is the only one who can accomplish this great feat: ;He announced his plan: to sail the swan’s road and seek out that king, that famous prince who needed defenders. Nobody tried to keep him from going, No elder denied him, dear as he was to them. Instead they inspected omens and spurred His ambition to go [†¦] (200-209). This passage is one of the first introductions to Beowulf as a character. The sentence â€Å"†¦prince who need defenders† portrays Beowulf as a noble warrior, well respected at home. He would â€Å"seek out that king,† the king who needed Beowulf the great warrior. Here, the poet’s word choice implies that Beowulf is fearless. Beowulf knows that he is the only one who can help Hrothgar, the â€Å"famous prince who needed defenders.† But Hrothgar had other warriors who helped to defend Heorot from Grendel, â€Å"†¦powerful counselors, the  highest in the land, would lend advice, plotting how best the bold defenders might resist and beat off sudden attacks† (171-74). Here, it is evident that Beowulf has told a lie. It is not true that Hrothgar needed defenders. Although Hrothgar had defenders that may have been unsuccessful in the slaying of the monster, that does not imply that he needed defenders, or more specifically, Beowulf himself. A different version of how the elders viewed Beowulf becomes apparent after his victorious defeats of both Grendel and his mother. Beowulf returns home to be greeted with this speech from Hygelac: â€Å"How did you fare on your foreign voyage, dear Beowulf, when you abruptly decided to sail away across the salt water and fight at Heorot? Did you help Hrothgar much in the end? [†¦] (1987-1991). Apparently, Hygelac did not fully support Beowulf’s ambitions to rescue Heorot. It is obvious Hygelac views Beowulf’s undertaking as childish and quite impulsive, which is made clear by his using of the word â€Å"abruptly.† When Hygelac says â€Å"did you help Hrothgar much in the end?† he doubts Beowulf’s ability to defeat Grendel. It is obvious that he did not think he would see Beowulf alive again. This feeling is reinforced a few lines later when Hygelac says, â€Å"I dreaded the outcome of your expedition [†¦]† (1993-94). The sudden apprehensiveness on Hygelac’s part creates a sharp contrast to the first introduction to Beowulf, where he is seemingly the Geat’s top warrior, who could not be defeated; â€Å"he was the mightiest man on earth† (197). This poses the question; are we to believe anything Beowulf has said so far in relation to his heroic accomplishments? Does this contradiction make him a liar? If he is a liar, does it diminish the feats he has achieved, such as the slaying of Grendel and Grendel’s mother? Another one of Beowulf’s contradictory lies can be found within these passages. The first passage states that â€Å"†¦ no elder denied him,† while in the second passage the poet’s words, such as when Hygelac asks Beowulf if he â€Å"helped Hrothgar much in the end,† imply that the Geats were less than thrilled about Beowulf’s decision to go to Heorot. It is obvious that Hygelac’s words are contemptuous and that he is not asking Beowulf what happened at Heorot because he truly wants to know if Heorot is saved. Hygelac is asking Beowulf in a mocking manner because the elders did indeed deny Beowulf in his endeavor to help Heorot. Evidence of the true sentiments toward Beowulf from his kin can be seen when the poet writes â€Å"he had been poorly regarded for a long time, was taken by the Geats for less than he was worth: and their lord too had never much esteemed him in the mead-hall†(2183-2186). This sentence explains that Beowulf was not held in such high esteem as he would have liked. His decision to go to Heorot is an attempt to assert his worth to his family and people because they â€Å"firmly believed he lacked force, that the prince was a weakling [†¦]†(2187-88). Beowulf, who holds Hygelac in high regard, wants to defeat Grendel to make Hygelac proud. If Beowulf is a weakling, how is it that he was the only one able to fight and defeat the indestructible Grendel? Beowulf somehow knows that it is his destiny to defeat Grendel, which may be the true reason for â€Å"abruptly† deciding to travel to Heorot. For twelve years, no one in Heorot could stop Grendel. They tried time and again to kill him by using any kind of weaponry they could forge. How is it that a newly arrived foreigner defeat Grendel without any armor or weapons? It must be because God had helped the â€Å"hero.† This is apparent in Beowulf’s many references to God: â€Å"Whichever one death fells must deem it a just judgment by God† (440-41) and â€Å"the Geat placed complete trust in his strength of limb in the Lord’s favor† (669-670). The Oxford English dictionary defines a hero as â€Å"a man distinguished by extraordinary valour and martial achievements; one who does brave or noble deeds; an illustrious warrior.† Valor, braveness and nobility are not  characteristics usually found in people who are liars. Noble warriors do not have to lie to assert their worth, their actions speak for themselves. Brave warriors do not lie because they are courageous and do not fear anything, especially the truth. Because one cannot be brave and noble while also being a liar, and because being brave and noble are characteristics of being a hero, it is clear that Beowulf cannot be called a hero.

Operations Management in Textile Industry Research Paper

Operations Management in Textile Industry - Research Paper Example This essay explores how textile sector dominates the manufacturing sector and contribute to livelihood.   It also looked at problems encountered during operations and ways of improving those challenges. The theme of the report is operations management in the textile industry. Textile manufacturing is a leading industry in the world. The sector has been the backbone of many countries’ economy, and it contributes to the development of these countries in terms of creation of employment and economic growth. According to findings, cotton is the world’s number one natural fiber. It is noted that, in the year 2007, global yield was 25 million tons from 35 million hectares cultivated in more than 50 countries including Saudi Arabia. Saudi Arabia relies on the same industry for their economic growth and employment. This is achieved in many sectors of the industry from the agricultural sector for raw materials to production processes for finish goods. The process needs proper o perations management from the conversion of three types of fiber into yarn, then fabric and then textiles as a finished product. These are fabricated to finished cloths or other artifacts to be sold or used in the marketplace. The natural fiber cotton is the most important in this sector because, without the raw material, no manufacturing process can take place. Many variable processes available will be discussed in at the spinning and fabric-forming stage. This having complexities of the finished and coloration to a production of a wide range of finished products. The Saudi Arabia strength in this industry is recognized world over, currently, Saudi Arabia is one of the largest producers of cotton as a raw material for this industry. This industry helps Saudi Arabia export $1.2 billion in the year 2008, and clothing trade was $ 0.8 billion. This brings a lot of income to the national GDP which has to be followed in terms of operations and process.

Charlemagne's Quest to restore the Roman Empire Essay

Charlemagne's Quest to restore the Roman Empire - Essay Example It is the purpose of this essay to discuss the efforts made by Charlemagne during his reign, to restore the former glory of the Roman Empire. Charlemagne was involved in numerous wars that he started himself, or those started by his late father. It was Charlemagne’s mission to expand the territory of the Franks and gain control over vast territories. Accordingly, Charlemagne was involved in wars with people such as the Danish, Saxons, Spanish, Huns, Slavs, among other tribes2. In all these wars, Charlemagne and his army emerged victorious and forced the other tribes to surrender. These newly acquired territories increased the size of Charlemagne’s empire to almost three times that ruled by his father3. By the end of his rule, Charlemagne had expanded the Frankish Empire to be the largest in Europe, coming second only to the ancient Roman Empire. Charlemagne’s many accomplishments in war won him as much accolades. He became the most revered king in Europe and ever y ruler, ranging from the Greeks to the Persians wanted to befriend him. Friendship with Charlemagne meant being well protected from one’s enemies, in addition to trade benefits. Charlemagne ruled Western Europe from Aachen, the center of his empire. Accordingly, the royal palace was stationed at Aachen. Charlemagne enlisted the services of Christian clerics to work for him at the palace. From Aachen, Charlemagne ruled most of present day Europe including: France, Germany, Switzerland, Netherlands, Belgium, Spain, Italy, and Austria4. Aachen was strategically positioned such that Charlemagne was able to govern both the western and eastern sides of the Frankish empire effectively. Charlemagne believed in bringing services closer to people, thus he decentralized the administration of his empire, gave more rights to the subjects and relieved the clergy and nobles of some of their powers. As a religious man and specifically a Christian, Charlemagne was keen to ensure that people had proper places of worship. The â€Å"Holy Mother of God† basilica was built at Aix-la-Chapelle for religious practices5. This basilica was a great work of architecture that symbolized the architectural prowess of the people of Western Europe. The basilica was adorned with gold, silver, brass and marbles. Charlemagne was also very concerned about the appearance of sacred places and would routinely order priests and fathers to repair any damaged edifices. During his reign, Charlemagne insisted on the importance of the parish church by encouraging every village to have a church and a priest. Charlemagne forged a strong friendship with Pope Leo III. This ensured that Charlemagne’s empire had strong connections with Rome, thus the strengthening of the Christian faith. It was this close association with the pope that led to Charlemagne being crowned â€Å"emperor† by the pope. During Charlemagne’s period of influence, trade and commerce flourished due to var ious changes introduced in the monetary system. One of the most important changes that Charlemagne introduced was the use of silver as the medium of exchange in Europe. Prior to this, gold was the only form of currency used to transact business all over Europe. Since silver was more available, business transaction became easier and more people were able to participate in commerce6. In addition to the introduction of silver as

The Role Of Contemporary War Essay Example | Topics and Well Written Essays - 1500 words

The Role Of Contemporary War - Essay Example They were also employed as air raid wardens, members of the fire service and also in various voluntary jobs helping their community to get through the war. The services of women are not required only during the war but even after an armed conflict, as they frequently play a key role in the rebuilding of the communities. Usually, in rural areas, they are the chief beneficiaries of the supply of tools, seeds, and livestock to support economic security in the wake of a war. Women also play a significant part in preventing injury from and raising awareness of, landmines, which may continue to cause harm and death to children after the end of hostilities. There is growing acknowledgment that women and children play multiple roles during the conflict. They are not only victims who face violence at the hands of the enemy and sometimes their own people, but can also be active participants in the war, directly as combatants, or indirectly, by facilitating fighting through fundraising or stirr ing their male relatives to commit acts of bravery required at the times or wars. During the war, women often become heads of households; women and children learn new skills and play a part in rebuilding local economies and communities and peacemaking (Lindsay, n.d.). There has always been a need for women to assist with the war efforts. But historically, they were never allowed to join the military. Women helped as nurses and cooks; in short, they were never at the forefront but assisted the men behind the scenes.

Freud Essay Example | Topics and Well Written Essays - 1000 words

Freud - Essay Example He believed irrespective of whether the behavior is normal or abnormal, it has its influence from the psychological motives, which are often unconscious. This belief of Freud is called as psychic determinism. These theoretical words help in the explanation of what is called as "Freudian slip". The later work of Freud emphasized that the psyche was divided into three parts and they are the Id, Ego and the Superego. The unconscious Id represents itself as the primary process of thinking of a person's most basic necessities satisfaction type of thoughts. The word Id thus represents the most common and essential needs to be addressed by a person. In the case of Superego there rests socially induced conscience that has been counteracted by the Id on the grounds of moral and ethical conduct. Thus, Freud presented that the Superego of the person many a times counteracts the basic necessities that are required to be addressed. Freud addressed the superego as the unconscious and the ego as a largely conscious state of mind. He had advocated that the ego stands in between the id and the superego in order to balance the two i.e. superego and the id. Thus, a balance of the most primitive needs and the moral/ethical beliefs is being achieved by the in-between penetrative presence of e go. Freud believes that a healthy ego shall help provide the ability by virtue of which one can successfully adapt with the outside environment in a manner that holds the identity of both the id and the superego. Freud especially held the focus of his attention to the study and research on the dynamic relationship that exists between the id, ego and superego. He held special attention to the manner in which the three entered into a conflict. We would now like to throw some essential light on the work of Plato and Socrates. Plato was a Greek Philosopher and was a student of Socrates. He was the founder of the Academy in Athens, where Aristotle was a student. Under the guidance of Socrates, Plato wrote philosophical views. He had contributed to the world of knowledge a very precious collection of manuscripts. The Plato's writings present themselves with debates as related to the best possible form of government. Plato had also held the focus of his writings on several other subjects. The central theme of Plato's work has been a conflict that exists between the nature and convention. This is related to the role of heredity and the environment on the intelligence and personality of humans. The more the pleasures of the body fade away, the greater to me is the pleasure and charm of conversation. -Plato, Greek philosopher, The Republic, 4th century BC What progress we are making. In the Middle Ages they would have burned me. Now they are content with burning my books. -Sigmund Freud Thus, the debate as presented rested on the platform of nature versus nurture. We can notice here that Plato and Socrates have placed ethics upon reason. They have marked the essential practice of following the good as ethical and thus essential. However, the ethics have been excluded from the Freud's conception of the superego, ego and Id description. Thus, the point that some people will not confirm to some actions can be due to their realization of them being ethically wrong. This ethical ground on which the performance of an action is not

Japan Town in San Francisco Essay Example | Topics and Well Written Essays - 750 words

Japan Town in San Francisco - Essay Example The Japan Center, though looks quite conventional, has many delightful restaurants and shops, stairways and open courtyards and is considered as the focal point of Japanese culture in the middle of San Francisco. The Peace Pagoda, designed by the famous Japanese architect Yoshiro Taniguchi, is a five-storied stupa which is a contribution by the people of Osaka, Japan to San Francisco. San Francisco's Japantown share its borders with California, Geary, Octavia, and Fillmore Streets. It has about 150 small and medium sized businesses with plentiful affordable housing complexes for seniors. It also has non-profit organizations like the Japanese Cultural and Community Center of Northern California, Kimochi Senior Center, Nihonmachi Little Friends (preschool), national headquarters for the Japanese American Citizens League, the Japantown Task Force, the Japanese Benevolent Society, and the Ikenobo Ikebana Society of America. (2000 Census, 2006) History: The first Japanese also called as Soko' resided in San Francisco during early 1860s. Initially they lived in Chinatown and in neighborhoods south of Market Street. Post the disastrous earthquake and fire in 1906, these Soko's started moving to the Western Addition where they opened their own centers of prayers and typical Japanese shops and restaurants. The area slowly started to look Japanese in every manner and was soon looking like a Ginza which was later known as Nihonmachi, or Japantown. It was the dawn of San Francisco's Japanese American community. San Francisco, California houses the largest Japantown in United States of America. However, it is smaller than the one which was prevalent in United States prior to the World War II. It so happened that after the invasion on Pearl Harbor by Japanese, the US authorities took Japanese Americans into custody and put them in concentration camps. At the same time, African Americans encroached on the vacant neighborhood. These thousands of African Americans had come in search of wartime industrial jobs. However, after the war, Japanese Americans returned along with Japanese immigrants closely followed by investments from the Japanese government as well as Japanese companies. Owing to the redevelopment plans by Justin Herman in the 1960 to 1980, the African Americans were relocated to places like Fillmore district in the west, Tenderloin in the east and Hunters Point in the south. At this point of time, many residents of San Francisco decided against returning after the World War II resulted in forced captivity of Japanese Americans - some being probably second or third generation Americans since 1942-45. About one-third of the internees decided to relocate themselves in the East and Midwest after the encouragement of the War Relocation Authority. During the period of 1950's, JapanTown was negatively impacted by this redevelopment due to the widening of Geary Boulevard and the obliteration of scores of Victorians for the construction of the boulevard and the Japan Center Mall. Inspired by the conventional Japanese pedestrian walkways, the famous Webster Bridge was also designed. The Miyako hotel at Post and Laguna has a charming Japanese garden. Also seen is one of the favourite destinations, the twin origami-style fountain in the middle of the one block open air mall which extends from Peace Plaza north toward Pacific

Leadership, Ethics and Irrational Behavior Essay

Leadership, Ethics and Irrational Behavior - Essay Example Definition of Terms To be able to understand the interrelationships and implications of the concepts, it is important to individually define the terms. Leadership is the manner by which a leader handles people and resources to achieve common organizational goals. The leader is a person who has the capability to influence a group of individuals in the process of attaining the objectives of the group (Northouse, 2009, p.3). Leadership can be affected by different factors such as the traits and the manner by which a person leads and influences others. For that matter, it can then be considered to have correlation with the character and behavior of a leader (p.5). This is where the concepts of ethics and irrational behaviors enter. Ethics is related to the decorum, which based on the purpose of the study is related to the proper attitude within an organization. One definition had been presented through the model of living code of ethics in a positive ethical organization which showed eth ical organizational identity as the product of the interaction between the authentic leadership, aligned processes, and ethical culture of the organization (Verbos et al., 2007, p.19). Based on the said definition, leadership and ethics in an organization are contributing factors to the success and achievement of goals. Irrational behavior is the third concept in the study which represents the challenges and the hindrances encountered by the leaders of organizations. This concept represents the lapse of judgment or mistake in the decision-making process committed by the leader of an organization. Due to the fact that the occurrence of such mistakes can be considered inevitable due to complexity of interactions of the different factors within an organization, the science of irrational behavior is one of the main subjects in the study (Brafman and Brafman, 2009, p.1). The Relationship of Ethics and Leadership It is an ideal notion that leadership and ethics work hand in hand for the a chievement of goals. Although perceived as good for the organization, this is not always the case due to the different factors that can affect the decision making process and the perception of a leader and the members of the group. In the study by Caldwell and colleagues, the leaders were described as â€Å"ethical stewards† and stress the importance of trust and leadership in an organization. The authors presented an ethical stewardship analysis that discusses the different issues of governance, the ethical stewardship characteristic and the leadership implication. One issue presented was the ethical focus. Based on the study, by focusing on ethical goals, there is commitment not only to the interest of the society but to the welfare, virtues and rights of the members of the society. In this case, the leader will not only focus on the profitability of the company but on the welfare of the people in the society (Caldwell et al., 2008, p.155). In general, the study presented t he positive influence of ethics in the achievement of a focused and rational form of leadership in an organization. One example that can be cited is the case of spiritual, philosophical or religious leaders. In the study by Heine, he focused on the relationship between the success in business and the decision-making ad interpersonal skills shaped by the philosophical and spiritual outlooks of the different cultures around the world and the different eras through history. Based on the conclusion of the study, a deep

Theoretical Frameworks or Perspectives in Psychology Essay Example for Free

Theoretical Frameworks or Perspectives in Psychology Essay Initially psychology was developed using the mental thinking expressed by persons interested in developing the subject of psychology. But John B. Watson differed from that approach and he pioneered the approach in which visible behavior and visible environmental stimulus became the subject of study. B. F. Skinner developed this behavioristic framework further by bringing in the contingent environmental consequences. Behavior is not the outcome of stimulus alone, but it is an outcome determined by the stimulus as well as the contingent environmental consequences of a behavior. This means, there are alternative behaviors for the same stimulus and which behavior is exhibited by a person depends on expected environmental consequences. Cognitive perspective on psychology have developed by arguing that human beings are capable of thinking and concepts related to thinking must be brought into the subject of psychology whose objective is to explain behavior. Even though, one cannot see or observe thinking, still developing concepts related to thinking and using the concepts to explain behavior is required in psychology. Even though one cannot see or observe gravitation, the concept of gravitation is a useful concept in physics. Similarly, concepts related to thinking or cognition are to be developed and used in psychology was the argument of propopents of congitive approach to psychology. The perspectives in psychology have influenced the development of organizational behavior. Cognitive Framework Cognitive approach emphasizes the positive and freewill aspects of human behavior and uses concepts such as expectancy, demand, and intention. Cognition can be simply defined as the act of knowing an item of information. In cognitive framework, cognitions precede behavior and constitute input into the person’s thinking, perception, problem solving, and information processing. The work of Edward Tolman can be used to represent the cognitive theoretical approach. According to Tolman, learning consists of the expectancy that a particular event will lead to a particular consequence. This cognitive concept of expectancy implies that organism is thinking about, or is conscious or aware of the goal and result of a behavior exhibited by it. It means that a person desires a goal and also knows the behavior that will lead to achievement of the goals. In the subject of organizational behavior, cognitive approach dominates the units of analysis such as perception, personality and attitudes, motivation, behavioral decision making and goal setting. Behavioristic Framework Pioneer behaviorists Ivan Pavlov and Jon B. Watson stressed the importance of studying observable behaviors instead of the elusive mind. They advocated that behavior could be best understood in terms of stimulus and response (S-R). They examined the impact of stimulus and felt that learning occurred when the S-R connection was made. Modern behaviorism, that marks its beginning with B. F. Skinner, advocates that behavior in response to a stimulus is contingent on environmental consequences. Thus, it is important to note that behaviortistic approach is based on observable behavior and environmental variables (which are also observable). Social Cognitive Framework Social learning theory takes the position that behavior can best be explained in terms of a continuous reciprocal interaction among cognitive, behavioral, and environmental determinants. The person and the environmental situation do not function as independent units but, in conjunction with behavior itself, reciprocally interact to determine behavior. It means that cognitive variables and environmental variables are relevant, but the experiences generated by previous behavior also partly determine what a person becomes and can do, which, in turn, affects subsequently behavior. A persons cognition or understanding changes according to the experience of consequences of past behavior. Bandura developed social learning theory into the more comprehensive social cognitive theory (SCT). Stajkovic and Luthans have translated this SCT into the theoretical framework for organizational behavior. Social cognitive theory recognizes the importance of behaviorism’s contingent environmental consequences, but also includes cognitive processes of self regulation. The social part acknowledges the social origins of much of human thought and action (what individual learns from society), whereas the cognitive portion recognizes the influential contribution of thought processes to human motivation, attitudes, and action. In social cognitive theoretical framework, organizational participants are at the same time both products and producers of their personality, respective environments, and behaviors. The participants as a group of produce the environment, every individual is a product of the enironment and through his behavior changes the environment for others as well as for himself, every individual is a product of his personality, but also influences his personality as consequence of results of his behavior.

Personalisation in cases of abuse and vulnerability

Personalisation in cases of abuse and vulnerability Personalisation is a new government strategy which has been set up to support service users who need support or care from adult social care. This policy is a new approach in supporting disabled people to enable them to lead more independent lives and exercise choice and control over the services they receive (Social Care Institute for Excellence, 2010). The overall aim is for service users to have control over how money is allocated to their care is spent, this includes direct payments, individual budgets, personal budgets, user led services, self directed support. As well as, support brokerage which would involve professionals from the wider fields of healthcare, including occupational therapists, and non professionals to provide advice and support for them (Mandelstam, 2010). A personal health budget will enable a service user to decide how to use the money that the National Health Service has allocated to them for their care needs. It could just be a discussion with a doctor or other health care professionals, such as a care manager about the different ways the money could be spent on a care plan, or alternatively patients will be able to receive a cash payment to allow them to buy the care which has been agreed in the plan themselves (Stobbs, 2010). The Department of Health (2007a) also state that this is a move away from the traditional welfare system to a more consumer type model of service provision which in turn will improve the quality of peoples lives. Although elements of this new policy are not legally defined, service users will be fully involved in accessing their own needs by having a personal budget by means of a direct payment, which in turn gives them control of the money. Lymbery (2010) argues that there appears to be little recognition of the complexities and contradictions which characterize some areas of the policy, as well as having in inadequate resources bases for adult social care. However, Dunning (2009) suggests that as the personalisation agenda advances the role of advocacy and support brokerage will be of increasing importance. However as Mandlestam (2010) argues that brokers need not be local authority employees or even professionals, which can place individuals at risk. If personalisation is to achieve its core aims, it will be essential that those accessing individual budgets can refer to sources of advice and support. Councils will also have to strike the right balance between giving people the freedom to choose their own care and protecting clients and their budgets from abuse. In addition, Mandelstam (2010) also believes that professionals will benefit from moving away from financial gate-keeping to that of brokerage and advocacy. Duffy Gillespie (2009) discuss in their report that there appears to be some conflict between personalisation and safeguarding. The conflict has arisen through people thinking that that the ideas linked to the term personalisation and those linked to the term safeguarding is that this conflict is more likely to be a deep misunderstanding about both ideas rather than conflict. They have identified these misunderstandings around personalisation and safeguarding as; the goal for personalisation is freedom from control, not safety; the practice of personalisation is less concerned with the reduction of risk; and the rules and systems required for personalisation will increase risk. Although Pitt (2010) states that safeguarding and personalisation are seen as two sides of the same coin. Also, they discuss the procedure with regard to the complex cases of vulnerability and abuse where careful risk management and person centred practice is required. Self-Directed Support is enshrined within the personalisation policy and states that before any individual receives any support services, six vital checks for risk are to be completed which are; First Contact, Assessment, Capacity Test, Support Planning, Plan Review and Sign-Off Outcome Review. As well as this, Self-directed support is very flexible and holds a number of tools which make it easier to solve complex cases. Resources are targeted at outcomes as this identifies the right level of funding applicable to the particular situation and needs of the individual. High quality planning; which commands that the social worker/occupational therapist identifies the best approach for the individual. Risk assessment; especially where abuse is suspected or criminal measures might become necessary, police may play an integral p art to the final decision on the balance of risk. Appropriate control,; self directed support puts control of the funding into the hands of the appropriate person, such as a carer or a professional. Appropriate support; local authorities have to ensure that individuals can receive the help to manage their support that being traditional services, new or systems of peer support. Flexible resources; should be used creatively to support individuals and finally Outcome review; is essential which plays an integral part of the risk management process for the local authority. However, as Mandelstam (2010) points out personalisation may not always work for vulnerable adults who are unable to express choices, unless they are adequately supported. Shortages of resources in some local authorities could threaten the availability of the vital support which is needed for individuals, and therefore for this system to work it is not to be seen as a cost cutting measure. Duffy Gillespie (2010) report that there is a misconceived idea that personalisation is simply about freedom and treating safeguarding as it is simply about control is wrong and to enable a person to have a good life balance you have to balance between freedom and control. Safety is one of the key goals in personalisation as control can be personalised because designing support arrangements need to be tailored to fit the person and need be justified with regard for their capacity, effectiveness and proportionality. They also state that control does not guarantee safety, for example the current community care system is poor in providing individuals to exercise freedom and control. Individuals who need support often find they have little or no choice over the support they can receive as most social care services struggle to provide personalised support due to bureaucracy that surrounds them. This in turn can create dependency or frustration which can easily place individuals at greater risk. The idea that personalisation may increase the risk of abuse in some way has been suggested by many professionals (Lymbery,2010. Duffy Gillespie (2009) argue that personalisation is committed to improving safety as integral part of promoting well-being and enhancing citizenship along with offering techniques and approaches such as self-directed support which provides the framework for minimising the risk of harm and protecting vulnerable people from abuse. Personalisation is about designing support arrangements so they are more personal to the service user. McGauran (2010) points out in her report that occupational therapists are placed well within the personalisation agenda as they are the only allied health professional who are widely employed throughout social and health care sectors. Personalisation is congruent to the philosophy of occupational therapy as the heart of its practice is to be client centred, and therefore occupational therapists need to seize these opportunities to pilot new ways of delivering this service which would be of benefit to the clients and enhance professional practice. An example of this can be seen when an individual is given choice and control of a personal budget to purchase personal or nursing care for an older adult, then it would give the individual personal control over how, when and by whom the care or equipment should be provided. This philosophy is embraced with the College of Occupational Therapists Code of Ethics that occupational therapists shall at all times recognise, respect and uphold the autonomy of clients, and advocate client choice. (College of Occupational Therapists 2005, p.2.1). Social Care Institute for Excellence (2010) agree that occupational therapists are skilled in finding and tailoring individual solutions for people in different care settings and aim to improve the quality of life, as well as a facilitator of learning needs and can work collaboratively with people who use services, their carers, families, friends and other social care and health professionals to co-design and co-produce care and support. Social Care Institute for Excellence (2010) believes also that by introducing this new agenda it will allow service users to become empowered and enable them to design the support packages for themselves or choose how they want to live. This in turn will enable service users to feel that are being supported in staying well and ensure that they have access to public services. This approach undoubtedly has the potential to improve the quality of peoples lives and give occupational therapists the opportunity to use their skills and expertise. Over 70 health projects have been chosen by the Department of Health across England to pilot personal health budgets and a formal evaluation has been carried out by the Department of Health (Department of Health, 2009). Evidence suggests that although it was popular with younger disabled people, many of the older age service users found they were put off by the complexities of the scheme, especially around issues of becoming an employer if they needed to appoint paying carers (McGauran, 2010). As Mandelstem (2010) points out there is some confusion in the legislation in the personalisation agenda as there is no new legislation or detailed statutory guidance to support this. The Department of Health have set up a toolkit that fits personalisation into legislation but it is inadequate and contains errors. Therefore suggesting that there could be risks involved in the transformation of social care. What is apparent from evidence on pilot studies is very early to say what the full impact of personal budgets will be on occupational therapy staff and other professionals, and that it is most likely that developments of personal health budgets need to significantly change cultural values throughout the National Health Service (Stobbs, 2010). Personalisation in social care does have potential benefits in giving service users choice and control over their care services. Although there is no doubt that it does have some potential pitfalls. What can be recognised from this new approach is that safeguarding is essential to all service users especially complex cases where careful risk management and person centred practice are essential. However, personalisation is in its infancy stage and a lot more debate is needed around this new policy for service users to feel confident in new transformation of our healthcare system. Equally, this can be seen as an excellent opportunity for occupational therapists to demonstrate that they are well equipped to take the lead in this personalised agenda as it sits well in the role of their profession.