Law 2050 Consumers and the Law Essay Example | Topics and Well Written Essays - 2000 words

Law 2050 Consumers and the Law - Essay Example Hence, today in order to protect the rights of the customers who are the consumers of the product and services, we have the consumer rights. The consumer Rights says that if a customer buys a product and is not satisfied with the quality or if it does not fit into the requirement of using the product or has a false claim, then he has the right to recourse either by getting the product repaired, replaced or a refunded depending on the concern and the degree of dissatisfaction by the customer. These rights also cover service contracts and online shopping also. The Abuzaid vs. Mother Care U.K. Ltd is a perfect example of violation of Consumer Rights. To understand the main issues of the case, a brief summary of the history describing the background is essential. The product, Cosy toes which is a sleeping bag which is primarily used for children and infants to attach the elastic straps with the push-chair, was brought by the mother of the claimant for his brother. It consisted on two ela stic straps which were supposed to be fastened around the arm chair securing the back of the person. The elastic strap (almost 7-8 inches long) had to be joined with the metal buckle. While attaching the buckle of the straps to the chair, the elastic straps slipped past the hand and the buckle had made a direct hit in his eye thereby causing a permanent injury. The accident was so serious that he had to be immediately taken to the emergency department of the hospital by ambulance. Hence, after nearly escaping to loose one’s sight a positive step to appeal for the Consumer Protection law was taken. A case was filed against Mothercare Ltd, UK under the Consumer Protection Act and the claim against damage under the Common Law of negligence on the part of the seller of the good. It was claimed that the cause of the injury was primarily because of the ‘defective’ nature of the product and the manufacturer of the producer should have been sensitive enough to foresee su ch implications causing such serious damage to the individual and hence the negligent claim was made under the Common law of negligence. The Common law of negligence states that if any individual has suffered an injury due to the negligence of another person. However, certain conditions need to be made to substantiate the clause of the Act. The ‘plaintiff’ must be able to substantiate proofs like failure to establish reasonable care, damages that has been made which is other than economic losses. Thus in order to be eligible for this claim the claimant has to provide proofs that the individual had suffered proofs that the individual had suffered personal injury or loss which was evitable as per the claim of Abouzaid ,the sufferer of the accident.. The defendant on the other hand claimed that the incident that had occurred was a sort of ‘contributory negligence’ on the part of the claimant. According to this Act the defence can retort on the claim made by th e claimant on negligence that the damage or injury was cause to the individual due to his or her own personal negligence and hence the manufacturer or the seller of the particular product could not be blamed or penalised for it. Mother care agued that the product cannot be claimed to be defective in the first instance. This is because when the particular product was made available to the customers, no such previous instances of injury had been reported. Further, at the time when the accident had occurred, in 1990, the consumers could also not expect quite understandably and

Can you make a topic for me Assignment Example | Topics and Well Written Essays - 1000 words

Can you make a topic for me - Assignment Example For example, women are traditionally believed to take feminine jobs like office works, teaching, secretary, etc. So, if a woman shows interest in masculine jobs like going into the military, or working in construction sites as heavy equipment operators, she is more or less judged as lesbian. Traditional beliefs are pervasive in almost all aspects of people’s lives. The problem is, as these traditional beliefs deeply penetrates and sits comfortably into people’s sub-consciousness from one generation to another generation, they are difficult to get rid of, and they hurt people’s lives because to transgress traditional beliefs is not easy, instead it is agonizing. One particular example is the traditional belief that colored people who marry outside of their color hate their culture, values and/or themselves. If this is so, is the issue we would like to reflect on in our story below. But before we tell the story, let us first define what self-hate is. Self-hate is defined as â€Å"an extreme dislike of oneself, one’s action†¦ or one’s own race†¦Ã¢â‚¬  (Absolute Astronomy.com 2009, par. 3). â€Å"Self-hatred is not a nightmare from which one suddenly awakens. It is a war of attrition against a negative self-image that requires nothing less than a complete interrogation of one’s core assumptions and values† (Lewis 2004, 7). Even if self-hatred is culture based, its effect is psychological. And â€Å"of the many psychological disorders afflicting visible minorities, none is more unforgiving than self-hatred†¦ [because] unlike the thief who cries hunger, or the rapist provocation, the self-hater has no recourse because he refuses to admit to his condition† (Ibid). So, is marrying someone not belonging to your own race a manifestation of self-hate? Let us see from this story once told to me†¦ Lolita is a graduate of Business Administration from one of the private universities in Manila, the capital city of

Types and importance of on the job training

Types and importance of on the job training In this chapter, different authors view from different sources will be analyzed with relation to On-the-Job Training. 2.0 Introduction According to Peter Drucker (1999) the most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity and he further considered the human resource as being the lifeblood of any successful organization which as a result becomes of prime importance that such asset is cared and well managed. One way through which this can be done is training. Training of employees is an important factor if the organization wants to, obviously, achieves its objectives in an effective and efficient manner. Training is defined by Armstrong (2001) as a formal and systematic adjustation of behavior through learning which occurs as a result of education, instruction, and development and planned experience. On his side, Noe (2002) view training as a planned effort by a company to facilitate employees learning of job related competencies. Moreover, Bentley (1990, p.25) stated that the role of training may be seen as ensuring that the organization has the people with the correct mix of attributes, through providing appropriate learning opportunities and motivating people to learn, and thus enabling them to perform to the highest level of quality and service. Lanciono et al. (2004) highlighted the fact that call centre Managers are concerned about the continuous improvement of employees skill, since the products, technologies, and services that they handle are changing at a rapid pace and as a result call centres are often forced to provide employees who service and sell their product with formal training and opportunities to upgrade their knowledge and skills. 2.1 The effectiveness of training Effective training program helps organization to achieve their objectives. Drummond (1989) put forward the general objectives of training activities as being; orienting new employees to the organization and their job, helping employees perform their current jobs well, keeping employees informed of changes within the organization, and providing opportunities for personal development. Sales and Cannon (2001) pointed out that both theory and practice have improved dramatically trainings effectiveness. Kirckpatrict (1996) further affirmed that effectiveness is a concept that consists of four levels: satisfaction, learning results, job behavior and organizational benefits. The effectiveness of training is not only caused by training characteristics but is also influenced by the trainees characteristics and organizations characteristics. The influence of the supervisor (and sometimes the influence of colleagues) on the effectiveness of training was evident in the work of Brinkerhoft and Montesino et al. (1995). Furthermore, Tracey et al. (2001) asserted that for any training program to be considered as effective, trainees have to learn the training content and then apply such learning in the workplace; thus any training program can be conceptualized as being composed of training acquisition and transfer of training. Walter (1998) further alleged that an effective and efficient on-the-job training program is vital for the development of highly skilled employees needed for business success. Jacobs (2003) lay emphasis that training is more effective when trainees possess the pre requisite knowledge, skills and readiness, including technical background, comfort with the use of tools and equipment, literacy, and previous work experience. Effective training is vital to most call centres. 2.2 Types of training With reference to Dessler (2000) and Treven and Mulej (2000), the most popular training methods used by organizations can be categorized by either: Off the job training, or, On the job training. Off the job training Off the job training is defined by Rothwell and Kazanas (1994) as any type of training that is not performed on the job, that is, training which take place in a classroom and which is designed to train groups of trainees rather than individual. Besides, Lewis and Trevitt (1994) reported that off the job training offers learning opportunity through attendance at training fora away from the job or workplace. There are several types of off the job training and De Cenzo and Robbins (1996) summarized them as follows: Types Description 1. Classroom lectures Lectures design to communicate specific interpersonal, technical or problem solving skills. 2. Video and films Using various media productions to demonstrate specialized skills that are not easily presented by other training methods. 3. Simulation Exercise Training that occurs by actually performing the work ; it may include case analysis, experiential exercise, role playing, or group decision making. 4. Computer base training Simulating the work environment by programming a computer to some of the realities of the job. 5. Vestibule training Training on actual equipments used on the job, but conducted away from the actual work setting. 6. Programmed Instruction Condensing training materials into highly organized, logical sequences. However, Jacobs (2003) pointed out that off the job training often do not have the desired relevance. According to Smith and Smith (2008), in the Australian call centres, the Customer Service Representatives (CSR) undergo an initial off-the-job period of induction which covers the product knowledge required but focuses primarily on telephone techniques. During this session, the CSRs will typically role play telephone calls and listen in to live calls being taken by CSRs in the call centre. 2.3 Definition of On-the-job training (OJT) Smith and Smith (2008) further elaborated that after the induction, the CSRs are placed out into the call centre usually with working with an experienced agent thus by gradually learning how to perform, or is being placed in a configured training teams that will not be subject to the same performance as live teams although the trainee will be working with actual customers. On the job training was claimed to be the most common, the most widely accepted and the most necessary method of training employees in the skills essential for acceptance performance. (Tracey 1971, p.30, reported by S. Jones 1988, p.11). Levine (1997) simply stated that OJT is about two people working closely together so that one person can learn from the other. On his side, Campbell (1990) seen on the job training as the same as in an employees normal work situation, as being designed to change the knowledge, attitude and behavioral patterns directly appropriate to the performance of a given task or job. In addition, Siele (1988) considered on the job training as an informal type of training given to employees at the work place, where the trainer plays the role of the immediate supervisor of the employees and its purpose is to improve the employees working skills, efficiency and productivity. Siele (1988) emphasized that on the job training supplements all other forms of training with the additional advantage of being provided to more people in any given year than it is possible at training institutions. According to Jacobs and jones (1995) and Rothwell and Kazanas (1994), OJT refers to a form of training that occurs at the workplace during the performance of a job rather than in a classroom setting. In addition, Jacobs and Jones (1995) and Rothwell and Kazanas (1994) asserted that this form of training is the most widely used method of delivering training for a novice employee by an experienced employee today and is one of the most important components of learning in the work place. Types of on the job training According to Jacobs (2003), OJT as a form of individualized training, can be designed and delivered using two basic approaches: Unstructured OJT Structured OJT According to various authors, the unstructured OJT is used frequently in most organizations whereas the structured OJT is the most recent application of OJT (Hamilton and Hamilton, 1997; Lawson, 1997; Levine, 1997; Filipczak, 1996; Rothwell and Kazanas, 1994) Unstructured On-the-job training Rothwell (1997) formulated a definition for unstructured OJT as an approach in which learners are thrown into the work and the training is based on daily work requirement rather than the learner/worker needs. Jacobs and Jones (1995) indicated that unstructured OJT occurs when trainees acquire job knowledge and skills from impromptu explanations or demonstrations but others, trial and error efforts, self-motivated reading, or simply by imitating the behavior of others. In addition, Rothwell and Kazanas (1994) acknowledged the fact that unstructured OJT are OJT that is not planned or logically organized; training and learning takes place by trainees performing the work or by watching others performing. However, unstructured OJT is accompanied by loads of criticism. Levine (1997) argued that, as an unstructured system, no criteria are established for the quality of training, nor are records of the training maintained. Along with, Filipczak (1993, p.30) added that unstructured OJT à ¢Ã¢â€š ¬Ã‚ ¦does not enforce common work standard. It does not ensure the trainee will perform the way the trainer says they should be done. It allows the trainee to pick up the trainers bad habits along with his good ones. Filipczak (1993) reported that Martin Broadwell confirms that about ninety five percent of OJT is done so poorly that the job is negatively affected. Equally, several studies conducted by Jacobs and Jones (1995) conformed that unstructured OJT leads to increased error rates, lower productivity and decreased training efficiency. On the whole, just as OJT experts (Hamilton and Hamilton et al., 1997) confirm that most of the OJT that takes place in businesses is unstructured, they agree that unstructured OJT is the least beneficial and least effective type of training. Johnson and Leach (2001) also supported the above statement viewing unstructured OJT as being often ineffective and inefficient as compared with structured OJT. Structured On-the-Job Training According to Stolovitch and Ngoa Nguele (2001), structured OJT differs from unstructured OJT in that a systematic planning process is used to design and carry out the training. Lawson (1997) defined structured OJT as a training which is planned and well organized and a one on one program designed to provide the employee with the relevant knowledge and skills required to perform tasks entailed in the employees job. Furthermore, Jacobs (2003) viewed structured OJT as a planned process of developing competence on units of work by having an experienced employee train a novice employee at the work setting or a location that closed resembles the work setting. Moreover, Baron (1997), acknowledged the fact that structured OJT provides the delivery of training in an organized, sequential manner, with the aim of becoming as efficient as possible. Also Chase (1997) contends the fact that structured OJT is inexpensive, quickly developed, takes place at the work site, and focuses on task that ar e directly related to the job. Equally important, Walter (1996) added that structured OJT can increased quality of training, employee morale, and communication as well as decision making along with employees who are trained in new skills very quickly. Empirically, researchers have demonstrated that structured OJT has helped in making valuable contributions in terms of an increased in productivity of an organization. (Bennett and Calvin, 2002; Jacobs and Osman Gani, 1999; Stolovitch and Ngoa Ngule 2001) Jacobs and Jones (1995) stated that structured OJT has the following main points: A planned process, structured OJT requires an investment of time and effort before it can be used. As a result, trainees should be able to learn the appropriate content and achieve the desired training objectives. Structured OJT focuses on the task level of jobs and does not involve an entire job but rather just a small part of it. Structured OJT should be delivered by an experienced employee with the qualifications to become a trainer, thus not every employee can necessarily become a trainer. Structured OJT usually occurs at the job setting, although in some instances. It may occur near the job setting. Many authors among which feature Jacobs (1999), Jacobs and Jones (1992), Jacobs and Gani (1998), Rothwell and Kazanas (1990), and Scribner and Sachs (1990) have detailed the benefits of structured OJT and these benefits include reduced overall learning time, reduced overall training costs, greater flexibility to the needs of the individual worker, positive relationship building between novices and experienced workers/ superiors, higher transfer rates than those cited for classroom and other formal training, and perhaps most importantly, heightened new-worker confidence. There are, generally, two distinct features of structured OJT compared with classroom training: Firstly, DeSimone and Harris (1998) claimed that a trainee has an immediate opportunity to use and practice what he or she has learned on the job and therefore a trainer can achieve learning objectives more efficiently. Secondly, Jacobs (2003) affirmed that the transfer of learning is enhanced in structured OJT environment, especially in the match between the training setting and work setting; because the learning environment is the same as the work environment in structured OJT, a trainee is able to use the same equipments and tools that he or she is meant to use to perform his or her actual work.  ­Ã‚ ­Other studies (Jacobs 1996) have demonstrated the effectiveness and efficiency of using structured OJT compared with mainly off the job training and unstructured OJT in terms of financial benefits, high satisfaction rating, and fewer quality errors. In complement to, Burkett (2002) showed that employees who learn tasks through structured OJT make fewer quality errors. Moreover, Lawson (1997) put forward that structured OJT is based on adult learning theories and on how and why people learn. Below is a brief overview about what is adult learning about: Adult learning Malcolm Knowles (1978, 1990) was the theorist who first brought the concept of adult learning to a prominent position. Knowles (1990) contends that adults need to control their learning, as well as feel that what they learn has immediate utility, and is focused on issues that directly concern them; adults need to anticipate how they will use their learning, and to expect performance improvement to result from their learning. Knowless (1998) work was among the most guiding one with its six principles of adult learning being summarized as follows: Need to know adults need to know why they should learn something, that is why they need to learn something and how it will benefit them. Self concept adults fight against others imposing their will on them, but having been conditioned through the national school system of a dependent learner, they need to be moved into a self directed learner where they are responsible for their own learning and the direction it takes. Role of experience adults experience should be used in their new learning and the technique should include ways to include the adults knowledge as a tool that they can draw upon and also provide engagement by acknowledging them for their experience. Readiness to learn adults seek out learning as a way to better cope with real life task and problems. Orientation to learn the new learning should clearly define how the new learning will apply to their life in some fashion. Motivation to learn internal motivators are important than the external motivators that adults may receive for more learning. These internal motivators can come in the form of increased job satisfaction, self esteem and quality of life. In similar vein, Birkenholz (1999) asserted that adults with more education have a stronger tendency to participate in adult educational activities rather than those who have less education since as people expand their knowledge base, they also increase awareness of what they do not know. The following table summarizes important characteristics of adult learners and the implications to call center training programs: Adult learners: Implications to call center training programs: Want practical application Develop task-centered and problem-centered training programs. Want their real-life experiences to be recognized and valued Use the learners experiences and examples; develop interactive sessions. Are continuous learners and prefer to manage their own learning efforts Involve learners in development and evaluation of the program; encourage self-discovery and action planning. Have varied learning styles Use multimedia, varied methods of delivery, accelerated training methods. Need to know why they are learning Inform learner of the why behind the training before it begins Are motivated most by internal pressures (themselves) Help learners understand the benefits of training to job satisfaction, self-esteem and quality of life. Source: What Every Trainer Needs to Know About How Agents Learn by Laurie Solomon, published in Call Center Management Review , June 1999. Structured OJT typologies Generally there are four commonly used types of OJT among which features: Job instruction training Mentoring Coaching Job rotation Job Instruction Training (JIT) The JIT consists of four steps which were developed by Allen (1919) to train shipbuilders during World War I (Sleight, 1993). Rothwell and Kazanas (1994) outlined the four steps in the JIT model as follows: Step1 Preparation showing and demonstrating what learners will do; Step 2 Presentation telling learners what they will performed and why; Step 3 Application allowing the trainee the opportunity to practice the skills; Step 4 Inspection checking the trainees work and providing feedback. In addition to Rothwell and Kazanas (1994), Allen (1919) further described in his book that these steps should always be carried out in the order given and that the purpose of step 1 is to get the learner ready to be instructed of step 2 to instruct him of step 3 to check up errors and of step 4 to give a final inspection of the instruction job. However, Ford (1970) argues that the four step model is no longer enough; thus he added two other components objectives and evaluation recognizing that these components are implied by most of the expositions of Job Instruction Training. The amended diagram can be illustrated as follows: According to Ford (1970), the first step is the determination of objectives which describes what the learner will be doing when demonstrating his achievement and how one will know when he is doing it. Even though evaluation is listed as the final step in the model though it is a continuous process. Ford (1970) laid much emphasis that throughout the learning situation, the instructor should reflect on and evaluate each element in terms of the objectives and also he further claimed that evaluation is usually thought of as evaluating the student which in fact is to evaluate the entire learning process as well as a self evaluation of the instructor himself. Job rotation DeSimone and Harris (1998) define job rotation as an activity that involves a series of assignment to different positions or departments for a specified period of time. Wood (1995) added that job rotation is the systematic movement of employees from job to job within an organization, as a way to achieve various different human resources objectives such as: orienting new employees, preventing job boredom or burnout, reward employees, enhancing career development as well as exposing employees to diverse environments. According to Weihrich and Koontz (2002), the basic objective of job rotation is to broaden the actual knowledge of managers or potential managers who are made to move through: Non supervisory work; Observation assignment where they observe what other managers do rather than actually managing the portfolios; Assistant positions in some cases for brief periods in case of unforeseen absences or vacations of other managers. In line with the above statement, Anon (2001) stated that job rotation provides the employee with an opportunity to get a better understanding of the overall company and provide the organization with a more flexible workforce. Jerris (1999) added that excellent job rotation program can minimize training costs while optimizing the impact on training, by making individual in a better position to be flexible, self-motivated, adaptable, innovative, eager to learn and able to communicate effectively. According to Osborne (1996), at the start of job rotation, output may decrease temporarily implying that job rotation does not follow that job interest. DeSimone and Harris (1998) stated that within the job rotation training program, the trainee is evaluated by the trainer at each job, and at the end of training, the trainees evaluation are used as a means to decide in which department or job the trainee will work. Jerns (1999) argued that the possible problems with the job rotation program is that it is costly since job rotation involves a great amount of management time which is spend on lower level employees and it may also increase the work load, thus decreasing the productivity for the rotating employees manager and for other employees. Coaching Smith and Smith (2008) stated that the activities of the trainers after the induction session largely consisted of on-the-job coaching. Harris (1997) described coaching as an informal, unplanned training and development activities provided by supervisors and peers. Albers (1974) views OJT similar as coaching thus defining it as a conscious creation of an environment within which subordinates can learn to become better executives. On his part, Oladunni (1998) added that coaching is those managerial actions and behaviors specifically that focused on developing an employee so that he or she can perform at maximum compatibility. Oladunni (1998) further stressed that coaching maximizes the contribution of both the trainer and the trainee simultaneously and enables the coach to concentrate on other management functions. According to Sullivan (1998) the role of the coach is to facilitate learning as well as guiding learners toward the acquisition of new knowledge or upgrade their skills and equally seeking to influence learners attitudes by acting as a role model or mentor. Mentoring Mentoring, on the other hand takes a more holistic approach and guides the learner through broader aspects of the particular job (Cunningham et al. 2004) Woods and Cortada (1998) view mentoring as a learning relationship in which an individual with knowledge shares that knowledge with his or her colleague. The mentor is usually a supervisor or manager and the intention of mentoring is to support the employees, help orientating them to the job and work environment and preparing the employee for increasing responsibility (DeSimone and Harris, 1998, p.145) Brennan and Little (1996) described the process of mentoring as follows: In the first instance the mentor will be more pro active, supportive and encouraging, but in time the learner develops independence, confidence and autonomy. The mentor then needs to become more critical, challenging and confrontational, encouraging reflection. Effective and lasting learning takes place when learner experience a balance of challenge and support, confrontation and encouragement. Hooling and Resta (2001) support mentorship as a means to improve trainers own professional competency and belief through learning opportunities from trainees in mentoring. Components of a successful Structured OJT Jacobs (2003) held that a system view of structured OJT represents the interaction of several components, such as the training input, training process, the training outputs, and the organizational context. There is no best way to do structured training but however it has been noted that there seem to be some common elements among successful structured system, Levine (1996) stated that the components below may have different significance in different organizations: Management support Levine (1995) maintained the fact that training takes time and that it requires supervisors to allow themselves enough time for preparation and training, with the aim of not thwarting any structured OJT effort; Levine (1995, pp.1) further affirmed that If you cannot gain internal support from the organizations managers and supervisors, dont waste time trying to implement structured OJT. Moreover, Levine (1995) stated that support may come in the form of supplies, funding, materials and recognition of trainers and trainees. On a similar vein, Cleveland and Harne (2003) pointed out that the effect of training in call centres must be understood by all levels of the organizations senior management to ensure ongoing financial support. Formal trainer support process Levine (1995) emphasized that successful system generally have an OJT coordinator, a training manager, or some people outside the work area to provide the support necessary for a trainer; thus may include a dotted line relationship to the training organization. Jacobs (2003) further further put forward that organizations should be prepared to provide additional resources, such as appropriate rewards and incentives, necessary to support trainers in order to manage and develop trainers performance over time. Checklists and OJT training material Checklists is defined by Levine (1994, p.6) as being the foundation of any OJT system. Levine (1997) further lay out that checklists add structure to the training process and they list the specific skills and the employee is checked off as each task is successfully performed. Another document pointed out by Broadwell (1986) is the lesson plan which is intended to guide the training and improve the trainers ability to instruct the trainee. Broadwell (1996) also noted that the lesson plan must include what the trainer will say, show, and do, what the trainee will be expected to do, a timeframe for training, and the job aids and resources that are used in training. Train the trainer Johnson and Leach (2001) advised that prospective trainers are expected to develop training related skills through a train the trainer course. According to Levine (1995), training of the OJT trainer is the key to successful implementation; and that the program should contain high impact activities with the aim of changing trainers behavior from telling to coaching, from demonstrating skills for trainees to performing them with them. Meyer and Marsick (2003) advocated that it is important that the design and delivery, such as conducting needs assessment, developing objectives, creating an agenda, developing instructional event, and evaluating learning outcomes, still need to be included as core components of any train the trainer program. What an effective trainer look like will further be elaborated in the next section. Tracking and Report generation The last component as mentioned by Levine (1996) is tracking and report generation which is an important element for managing the training process as well as for other business reason like the fulfillment of the ISO 9000 quality award and an effective tracking and report generation may also provide valuable information to the stakeholders as well as providing a means of accountability. Smith (1995) stated that it is important to document whether there is a substantial difference between the approaches in the knowledge and skills acquired during the training. An effective trainer Sullivan and Smith (1996) stated that one of the most important elements of OJT training is selecting and qualifying trainers, since according to Harris et al. (2000) the quality of training in the workplace depends to a considerable degree on workplace trainers. As pointed out by Johnson and Leach (2001), OJT supervisors tend to select trainers on the basis of their job experience. However, Walters (2003) argued that even though OJT trainers are subject matter experts and more senior employees as such as they may possessed little competence in how to conduct an OJT program. Johnson and Leach (2001) urge to use expert workers who possess three competencies as follows: Technical competency: this competency is related to the extent to which the trainer possesses a high level of technical knowledge and skills in the area to be taught. Professional competency: this competency has to do with knowledge and skills related to instructional areas including planning, delivery and evaluation of learning. Personal competency: it refers to the personal and behavioral characteristics that influence the way trainers are perceived by others. In supplement to, Jacobs (2003, p.98) proposed two basic requirements that make OJT trainers more effective that is they should have adequate competence in the unit of work that comprises of the training, and they should have adequate competence about the training as trainer. Jacob and Jones (1995), on their side, outlined eight qualities to look for when selecting an OJT trainer. These are: Qualities Brief description 1. Task knowledge and skills The ability to perform the work behaviors at appropriate performance levels. 2. Specialized training Completion of specialized training in the area that will be the basis of the OJT program. 3. Willingness to share their expertise Interest in the development of others. 4. Respect from peers Perception by other employees that the trainer has task expertise, leadership abilities and general problem-solving skills 5. Interpersonal skills Ability to communicate clearly and comprehensively 6. Literacy skills Ability to comprehend resource materials 7. Concern for the organization Showing an interest in helping the organization improve its performance 8. Job expectations Awareness of job expectations and assignments and how these will affect their ability to perform as an OJT trainer In the call centre environment, Akroyd et al. (2006) acknowledged that the supervisor plays an important role, and Therkelsen and Fiebich (2003) argued that a supervisors communication skills are of great importance and that these skills should be a meaningful part of the evaluation process. Strengths and weaknesses of OJT Jacobs (2003) stated that every training program contains its own strengths and weaknesses.

The Criminalization of Knowingly Transmitting AIDS :: Health Medicine

Table of Contents Brief history of AIDS and the criminalization of knowingly transmitting it.......................................3 Interviews concerning the issue............................4 Reasons for the criminalization of knowingly transmitting AIDS..................................................5 Reasons against the criminalization of knowingly transmitting AIDS.....................................7 My position and conclusion.................................8 Brief History of AIDS and the Criminalization of Knowingly Transmitting It Acquired Immune Deficiency Syndrome (AIDS) is caused by the Human Immunodeficiency Virus (HIV). The virus was discoverd independently in France in 1983 and in the United States in 1984. In the United States, it was initially identified in 1981. In 1986, a second virus, now called HIV- 2, was also discovered in Africa. HIV-2 also causes AIDS. AIDS is transmitted in three ways: From sexual contact without protection, from the mixing of ones blood with infected blood, and from an infected pregnant woman to her fetus. Infection can occur from blood transfusions of infected blood, or sharing 'dirty' needles. (Needles already used, in this case, by a HIV positive person.) The criminalization of intentionally spreading AIDS has been a big issue recently, and still remains so. As of September, 1991, legislation criminalizing AIDS transmission has been passed in 24 states. Among these states are California, Idaho, Ohio, Missouri, Michigan, and South Carolina. Under these current laws, it is a crime to knowingly transmit the virus through sex, sharing needles, donating infected blood, organs, or skin tissue. The first person to go to court under these laws in Michigan was Jeffrey Hanlon. Hanlon was a gay man who infected another man from Michigan while he was in New York. The American Civil Liberties Union, who agreed to take the case, agrued that the AIDS disclosure law is unconstitutional. Privacy of those with AIDS is what they were worried about. Opponents argued that "they're [those with AIDS] killing people. It's like rape." The maximum sentence Hanlon could have recieved was four years in prison and a $2000 fine. In addition, under the current New York State law, which dates back well before June, 1987, the knowing transmission of a venerial disease is a felony. However, at that time, and currently, AIDS was not classified as a venerial disease. Interviews Concerning the Issue Most people believe that the willful transmission of AIDS to others it virtually murder. I have interviewed **name** and **name**. Both of them feel that intentionally passing AIDS on to another person is murder.

Hayes and Wheelwright Strategic Model Essay

In their four-stage model, Hayes and Wheelwright (1984) categorize different types of organizations based on their attitude towards their operations. The four stage model is underpinned by their belief that an organization’s operations can provide a source of competitive advantage. It can only do this if the operations function is managed strategically. A stage 1 organization finds it impossible to manage its operations strategically, as its operations performance objectives are continually changing between low cost, increased flexibility, improved quality, etc. Because operations managers never have the time to focus on a consistent set of objectives, a stage 1 organization is characterized by a reactive approach to operations management. In such an organization, operations can never provide a source of competitive advantage. A stage 2 organization manages its operations by seeking to emulate those of its competitors. It is likely to copy the prevailing best practices of its industry, such as JIT (just-in-time), TQM (total quality management), BPO (business process outsourcing) etc. However, as they always adopt these techniques in the wake of industry leaders, they are never likely to have developed the same level of expertise in their application. The best that such an approach can achieve is to match the operations performance of its competitors. Although the combination of operations practices adopted by a stage 2 organization may be considered by some as amounting to an operations strategy in that they are consistent, they will not be overtly linked to business strategy. Indeed, it may be that such an operations strategy is inappropriate for the organization’s business strategy. In any event, a stage 2 organization’s operations cannot provide the basis for competitive advantage. A stage 3 organization has an operations strategy that is linked to and derived from its business strategy. This means that its operations performance objectives are aligned with, and supportive of, its business objectives, offering the possibility that operations can provide the means of achieving a competitive advantage. The chances of achieving competitive advantage will be considerably increased if the organization has adopted industry best practice in its operations. A stage 4 organization is radically different to one at any of the other stages. It uses its operations excellence as the basis for its business strategy – an   perations-based strategy. The operations of a stage 4 organization are at the forefront of developments in best practice in that they set industry standards in ways that delight customers. Thus, the organization’s operations enable it to retain its existing customers and attract new ones. For an operations-based competitive advantage to be sustainable, the organization must continually develop its operations, as any source of advantage is liable to be imitated by competitors. To remain at stage 4, an organization needs to learn how to make the most of its existing resources and competences to learn how to develop new capabilities. Recent advances in the understanding of organizational performance have emphasized the importance of path dependency (i.e. how organizations got to their present position), the dynamic nature of the capabilities on which organizational success ultimately depends and the role of organizational learning.

Leaders vs Managers Essay

According to many scholars, management is a basically the implementation of already established processes such as planning, staffing, measuring performance and budgeting thereby enabling an organization to do well. On the other hand, leadership is entirely different. It can be described as taking an organization to the future, exploring and successfully exploiting opportunities that come up. Leadership is about having vision, empowerment and most importantly providing useful change in the organization. The main differences between leaders and managers are: the relationship between the followers and managers and leaders, how leaders and managers solve problems, and the difference in emotional intelligence between leaders and managers. Leaders and managers have a difference in emotional intelligence. A leader is an individual who strategizes a visionary and most importantly someone who inspires other people to greatness. In order to achieve this, while leading one must share their vision with the staff or people brought together to solve a problem or create a strategy. Leaders serve as role models, motivate their staff, inspire cooperation and create a community both inside and outside of the organization. They mostly follow their intuition which in most cases benefits the company and in most cases they gain followers who become loyal to them and the organization. This is a direct contradiction to managers who carry out their instructions by the book and follow the organization’s policy to the letter and as a result the staff may or may not be loyal to them. Even when the idea of a divinely appointed leader prevailed, there existed a contrary view that the leader was actually empowered by followers, this theory was analyzed by Thomas Paine â€Å"Titles are but nicknames†¦it is common opinion only that makes them anything or nothing . . . . [A]body of men, holding themselves accountable to nobody, ought not to be trusted by anybody† (1944, pp. 59-60, 63). Another major difference between leaders and managers is how their duties and relationship with their followers differ. A leader creates or rather innovates whilst the manager administers , meaning that the leader is the individual who comes up with fresh ideas in order to move the bulk of the organization into a new direction that is more beneficial and profitable. He has to come up with new strategies and tactics by keeping his focus on the  horizon constantly. It is important for him to be updated on the latest trends as well as studies and the skill sets. Contrary to this, a manager simply maintains a system that has already been established and is in use. It is his duty to maintain control and ensure that things run normally and everyone in the staff is pulling their weight and contributing fully and effectively. One of the distinguishing characteristics of a typical manager is how dependent he is on the activities of a variety of other people to perform his job effectively. (Kotter, 1983, p. 360). He is rigid and unable to be creative in carrying out his duties, thereby barring him from being considered a business leader. According to Richard Rosenberg, (1992) one of the most profound examples of the difference between leaders and managers is how computers create significant changes in any organization. He illustrates how information is able to travel from top to bottom effectively without the intervention of managers somewhere in between. This shows how the difference between leaders and managers which is that managers are easily replaceable and in some cases they are not required at all to some extent. Leaders inspire greatness and effectiveness unlike managers who more or less rely on control. In other words, leadership is not what one does but actually how they respond to you. If people do not choose to join your cause then you cannot really be considered as a leader since they have inspired no one. If people do indeed join your cause then it would mean that you have inspired them, thereby creating a bond with them and the company, which is very important particularly if the organization or business is changing rapidly and needs people who believe in it to support its mission. Leaders and managers handle and prepare for problems in a different ways. Managers prepare themselves for turbulent times and during these times the primary task is to make sure that the organization’s capacity to survive and to ensure that the it maintains its structural strength as well as is capacity to survive failure and adapt as quickly as possible in the shortest time period (Peter D., 1980). Business leaders instill a staff loyalty that a manager cannot be able to because of his rigid methods and lack of spontaneity. In the case of managers, their primary job is to control their  staff by aiding them to develop their assets and discover their greatest talents. In order to do this they have to know the people working for them and understand their abilities and interests. G. Lumsden (1982) describes how middle managers model themselves on top managers in a form of hierarchical mimicry: what happens is that the behavior inheritance persists. As it is passed down deeper in the organization, sans power, such behavior begins not to work so well. And at lower levels it gets muddied even further because it’s being used on individuals who don’t understand it, aren’t impressed by it, or are downright opposed to it. (p. 8) A leader focuses on the reasons why to make certain decision whereas a manager considers how and at what times decisions are made. Managers prefer to execute plans accordingly and maintain the status quo without deviating even when failures are experienced. If the company experienced failures, then a leader would learn from it and use it as a clarification point in order to get better and avoid losses in future. Levine and M. Crom (1993) in their book â€Å"The leader in you† highlight an example of leadership changes and state that â€Å"Good human relation skills have the ability to transform people from managing others to leading them. People can learn how to move from directing to guiding, from competing to collaborating and from operating under secrecy to one of sharing all of the information required, from a mode of passivity to a mode of risk taking, from one of regarding people as an expense to one of viewing people as an asset,† (P.15) In conclusion, management and leadership are not necessarily mutually exclusive. They are however different in that leadership entails inspiration as well as steering an organization whereas management is simply overseeing and delegating.