Benefit and Compensation

This company is a commercial contractor with annual revenue between 10-20 million dollars (PC One Source Contracting, 2013). According to their website, PC begins part-time general laborers at $10. 50 per hour (www. Vociferousness. Com). They offer medical benefits, vacation pay, and merit increases for full time employees. Management and project leaders are also offered a car allowance, and retirement plans (www. Vociferousness. Com). Bellow Disaster Restoration is an international commercial construction company with operations in both Michigan and Arizona.Bellow currently creates approximately $20 million in revenue within the Detroit area (Bellow Property Restoration, 2013). They offer pay structures (depending on position) within both markets averaging from minimum wage to $1 00,000 per year (Bellow Group Salaries, 2014). They offer incentive programs for early completion of projects, bonuses for exceeding sales goals, and merit increases for exceeding performance or promotions. In addition, Bellow offers medical benefits, accrued paid time off, paid sick leave, retirement plans, and car allowance and travel expense reimbursement for applicable employees (Bellow Group Salaries, 2014).According to Glissando. Com, the national average wage for commercial contractors (not including additional benefits in a total compensation package) is $65,239 (Salary: Contractor, 2014). In both markets, competitors of similar size are offering wages between minimum and approximately $100,000 per year (dependent on position). Competitors also offer compensation packages with merit increases, health insurance, paid vacations, productivity incentives, retirement plans, and are within the national average compensation of $65,239 for commercial construction contractors.This market survey and evaluation will allow Clayton Commercial Construction to better prepare a competitive and relevant compensation package for employees of the Detroit, Michigan and Arizona operations. Compens ation Structure and Position in Market Since the company wants to be comparable to other construction companies it is easier to determine the pay structure that can be used for the company. This can be achieved by using the practice of benchmarking. This can be done one of two ways.The company can take a direct approach, go around to different companies in Arizona, and see if their human resources department will give them a look at how theirs works. Another way to benchmark would be to use the internet job boards to see what current salaries in the area are going for. The best recommendation would be to grade each job on a points scale to decide difficulty and importance. From there decide which jobs have an average salary and which ones should have a pay scale based on time in service and skill level.From there the company can identify how many positions for each job title the will have and can factor in the projected payroll of the company against the projected gross value. This will allow for growth within the company as well staying competitive with other companies. For the expansion to Arizona, the company will have to look at trying to undercut prices Of competitors. The positioning will be weak and should look to specialize in smaller jobs. According to central. Com (2014) the top 10 companies billing is from $500 million to $47 million.This company currently nets about 20% of the tenth ranked company's billing amount. Positioning themselves as a smaller company that offers a more intimate experience is the marketing strategy to go with. People like to do business with companies that give the impression of personal touch. Bigger companies can lose this eel and open the door for other businesses. This is where Clayton Commercial can really make their money. Compensation and Benefits Strategy Expanding into a new market presents many challenges, but perhaps the most critical element is recruiting excellent talent in the new market to ensure successful gr owth.Ensuring that Clayton Commercial Construction is attractive to potential hires is the key goal behind designing a competitive compensation and benefits strategy. Our recommendation for Clayton is to provide a wide variety of options to employees and then allowing them to hose the benefits they want to pay for. We recommend assigning costs to each benefit, and we will provide employees with a budget of â€Å"Benefit Dollars† to spend on the benefits they care about most. Employees may go over these â€Å"benefit dollar† budgets, but they will be responsible for extra expenses beyond their budget.We recommend allotting employees 20% of their annual base salary in â€Å"benefit dollars† to spend how they choose, and then charging employees based on the benefits they take. This cafeteria-style approach will allow Clayton to save money by not paying for benefits that are r low extreme flexibility to Clayton employees. It will also reinforce with the employees of Clayton just how much these benefits cost much off benefit the company is paying for. Morale and employ appreciation will be higher and employees will be less likely to tall benefits packages for granted.Regarding compensation, we erect Clayton utilize market research to set and maintain comparable Our preliminary research indicates that in Arizona, a typical front construction worker earns roughly $31 ,OHO per year (Indeed. Com skilled tradesman makes $46,000 per year (Salary. Com, 2014), an, rings home $120,000 (Salary. Com, 2014). In terms of raises, rata annual raises, we recommend that Clayton conduct annual mark into comparable salaries and then adjust pay as needed to stay IR with industry norms.Claptrap's plan is to increase workforce size which constitutes 130 employees. Assuming we have 1 director, 45 skilled laborers, 60 unskilled laborers, and 21 support staff, ‘M manage three different full construction teams. Each team will h manager, 15 skilled laborers, 20 uns killed laborers, and seven soul resulting in a per-team annual cost of roughly $1. 7 million. Clap dated that they are aiming for a net revenue growth of -3%, we r this team aim for exact revenue neutral, so they must earn $1. 7 revenue to offset the increased cost.Performance Incentives and A performance incentive system is and merit pay is a way to retail employees and should be used to recruit top employees. Enema) set goals for their employees that are attainable and realistic, who turn motivate them to work harder to attain the goals set by the Some incentives to look at would be bonuses, stock, and time off Merit pay is used frequently amongst businesses to pay their me based on performance. In order for the merit pay program to be employers must assure that the reward is delivered to the top en will be prominently healthier than raises given to average or subs employees.The theory of performance-based compensation for is that they should be compensated generously for out perf ormer workers, but if a worker performance is ordinary, that worker cord should show that. Compensation law The primary federal law to be aware of when it comes to compel benefits is the Employee Retirement Income Security Act, or IRIS sets the standards ensuring employee benefits plans are fair and mound and establishes employer obligations to provide benefit AR retirement plans (United States Department of Labor, 2009).Thud requires persons managing plan funds to refrain from conflict of transactions, disclose information on conditions of the plan, and the funds of the plan to the exclusive benefit of participants. ERE! Codifies provisions for COBRA, which gives former employees of large companies the right to continue health coverage at previous group rates, well as establishing rules for exclusions relating to preexisting conditions (United States Department of Labor, 2009). With regard to state law, there are a few requirements: Clayton is required to pay employees twice a Mont no more than 16 days apart, on regularly scheduled paydays.Employees w work beyond 40 hours in a week must receive 1. 5 times normal base and characteristics such as sex, ethnicity, and religious preference may not be considered when determining salaries (State Bar of Arizona, 2014). Conclusion To assist with the expansion to Arizona, it was important for Clayton Commercial Construction's strategies are comparable to other commercial construction business within the area. Team a made recommendations WI sat considerations with the compensation laws, benefits, incentives and marketing to assist Clayton Commercial Construction to excel in their new location.

Komatsu Case Study Analysis

Komatsu Case Study Contents Executive Summary2 Evolution and Strategic Drivers of Komatsu (EME)3 Organizational Culture4 Five-Force Analysis: The EME Industry:5 SWOT Analysis8 Resource Based Competitive Advantage8 Financials & Future Course9 Company on The Right Path11 References12 Executive Summary Komatsu, the Japan based earth moving equipment taking on Caterpillar manufacturer has been studied by management students around the globe for years now. This story of David vs Goliath provides us an insight about the strategies followed by David in bringing down Goliath.Komatsu’s evolution and its strategies were studied in comparison with that of Caterpillar. Responses to each other’s moves in the global earth moving equipment industry have been analysed in the context of their international business strategies. An industry to analysis was done to understand the environmental factors that affected the competition between the giant and the emerging. A SWOT analysis identif ied the internal resources and capabilities of Komatsu that aided it to develop its distinctive competitiveness.How Komatsu achieve a sustained profitability, higher than the industry average despite the volatile international EME market was studied under the financial analysis. The role of organizational culture in enabling Komatsu to succeed in the highly competitive industry was also studied in the case analysis. Through all the above mentioned analysis, it was found out that the company was in the right track. Measures to ensure that the company continues to stay in the high profitability section have been discussed in the concluding part of the report. Evolution and Strategic Drivers of Komatsu (EME)Komatsu Limited  or  Komatsu  is a multinational corporation that manufactures construction mining, and  military  equipment, Industrial equipments such as press machines, lasers and  thermoelectric generators. Komatsu is the world's second largest manufacturer of  con struction and  mining equipments  after  Caterpillar. However, in some areas (Japan, China), Komatsu has a larger share than Caterpillar. It has manufacturing operations in Japan, Asia, Americas and Europe. Komatsu was especially dangerous to Caterpillar due to the fact that it was the second largest EME company worldwide.The 1920s to the 1930s marked major developments for Komatsu and prominent growth. The company stressed that the management should have two important perspectives * Overseas orientation * User orientation During World War II, Komatsu thrived by producing for the Japanese military surplus of products (military tractors,  bulldozers,  tanks,  howitzers etc. ). After the war, the company introduced commercial bulldozers and forklifts to its equipment line up meanwhile experiencing exponential growth precipitated by strong market demand in a post-war construction era. The company brought a wide range of new products to market by the late 1960s.The company c ontinued to expand through the 1970s but sales began to steadily decline as early as 1982. Komatsu now understood the competition it faced but still held a 60% market share within Japan. With the threat of the Caterpillar/Mitsubishi venture taking place Komatsu decided to attempt a revitalization of the company. Since Komatsu mainly exported whole machines, the company soon realized that needed to also expand into other markets and set up assembly plants. Unable to persuade dealers to sell its equipment, the company set up its own branch sales offices and authorized small repaid shops to be Komatsu service agents.The company set two goals during the 1960s. * The acquisition of the necessary advanced technology from abroad * The improvement of product quality within the company. In the early 1970s, Komatsu started to recognize its distributor network worldwide, aiming to supplement the direct sales offices with more servicing dealers (similar to CAT’s). The company entered lic ensing agreements with two major EME manufacturers in the United States – International Harvester and Bucyrus-Eric. They also launched quality upgrading programs in its factories.The program was used to reflect the Total Quality Control (TQC) concept. All personnel were expected to strive for TQC. In 1964, the company started Project A which aimed to upgrade the quality of the small and medium-sized bulldozers. In 1972, the company launched project B which focused on exports. In 1979 the company launched Project called â€Å"F and F† which stood for â€Å"Future and Frontiers† and its objective was to develop new products and new businesses. The project encouraged suggestions from all its employees by asking them to consider both the need of society and the technical know-how of the company.The company also began to focus more towards its Research and Development during the early 1970s. Efforts continued with some attention to basic research as well as product d evelopment. It had the distinction of introducing the world’s first radio-controlled bulldoze, amphibious bulldozer and remote-controlled underwater bulldozer. The management decided to focus on improving the competitiveness of its products. A four- part cost reduction plan was initiated. During the same time the company also accelerated its product development program.In 1981, they launched EPOCHS (Efficient Production Oriented Choice Specifications) whose main purpose was to allow the company to respond to the diverse market needs without compromising its cost position. Also, by the end of 1983, the company’s manufacturing had become fully integrated, producing all of its parts in-house. Komatsu has been a leader in innovative quality-control initiatives ever since President Yashinari Kawai decided to leverage MITI’s opening of the EME industry in 1963, and fight back in the face of the Caterpillar/Mitsubishi joint venture.The company had managed to overcome v olatile market fluctuations over the last few years, particularly in key construction markets, as a result of aggressive organizational restructuring and corporate mergers and joint ventures. Organizational Culture We can analyze the organizational culture on the basis of the following parameters: 1. Strength/Weakness of the Culture: Komatsu’s culture can be classified as a strong culture because of their strong alignment to organizational values, which makes them respond to stimulus and help the firm operate in a highly efficient manner. 2.Power Distance: Due to hierarchy being a very important aspect of the culture in Japan, the power distance is quite high in Komatsu with a well defined hierarchy though the interactivity between different levels of the organization is also fairly high. The power is also mainly concentrated in the hands of the chairman who maintains a tight control. 3. Individualism vs Collectivism: Again in line with Japanese culture, the organizational cu lture is more collectivistic with every employee striving towards a common goal. Yet certain individualistic natures are also encouraged to satisfy the intrinsic needs of the workers. . Goals and Objectives: The culture of Komatsu underlines the clear goal it has, i. e. beating Caterpillar and becoming the number one in the EME industry. In fact Komatsu’s internal slogan is Maru-C, which when roughly translated means encircle Caterpillar. 5. Employee relations and empowerment: Komatsu maintains very strong employee relations and ensures that each employee has satisfaction in terms of work, cooperation with colleagues and winning approval from others, making them feel that they’re contributing to the organization greatly while ensuring that they’re in line with the organization values and goals.Five-Force Analysis: The EME Industry: I. Threat of New Entrants| 1| 2| 3| Remarks| 1. Economies of scale is low | X| | | The industry is based on ‘Build to Orderâ⠂¬â„¢ and the machine specs differ from customer to customer. | 2. Experience effects are high; therefore| | | X| Experience in running the business in this industry is vital because huge capital is invested. | 3. Product differentiation is medium| | X| | Differentiation in the product quality and the customer requirements is moderate during the time of sales but the differentiation factor lies in the after sales service & availability of spares| 4.Brand identification is high| | | X| Customers blindly rely on branded equipments. E. g. Caterpillar (55% market share)| 5. Capital requirements are very high| | | X| Because of the capital intensive nature of the product/ industry, new entrants would stand weak comparatively| 6. Incumbents control of distribution channels is high| | | X| Access to distribution channel for new entrants is difficult because the branded players maintain strong relationship with the partners| 7.Incumbents proprietary knowledge is high| | | X| Ease of startin g business in this industry is low for an individual. It demand high degree of prior knowledge| 8. Incumbents control of access to raw materials is low| | X| | Procurement of raw material (basically steel) is not too difficult as there is cut throat competition in the steel industry| Overall Threat of New Entrants| Low| | 6. II. Bargaining Power of Buyers| 1| 2| 3| Remarks| 1. Buyer concentration is low | X| | | Not many are involved in buying these equipments. Even the amount is high but the distribution is concentrated. 2. Buyer purchase in small volume, and less frequently| | X| | The number of transactions is low (non-recurring) but post-sales the dependence on the vendor increases due to spares & support| 3. Buyer switching costs are high| | | X| Because of the huge initial investment, high life span of the product & the dependence for the after-sales support makes the buyers immobile| 4. Buyers have good information| X| | | The buyers are well experienced in their particular b usiness and hence have full knowledge of the product| 5.Buyers’ ability to integrate backward is low| | | X| It is almost impossible for a retail customer to start up such a business (capital intensive, knowledge based)| 6. Close-substitute products are rarely available| | | X| A tractor cannot be replaced by other equipments or a bullock-cart| 7. Product differentiation of suppliers is low| X| | | Players tend to match the product quality is very low because of the cut-throat competition| 8. Buyers’ profitability is very high| | | X| EMEs in these industries (mining, forest, agriculture) holds high importance | Overall Bargaining Power of Buyers| Medium| | . III. Bargaining Power of Suppliers| 1| 2| 3| Remarks| 1. Concentration of suppliers is low | X| | | The number of suppliers is less. | 2. Availability of substitute products is moderate| | X| | Raw Materials involved are normally irreplaceable except in highly innovative product. | 3. Importance of customer to the supplier is moderate| | X| | Steel industry has other customers also (automobile, real estate/housing, other mfg. industries) but due to lower margins the volume is also important for them. Thus, moderate. | 4.Differentiation of supplier’s product & service is low| | | X| Basic raw materials required are almost of equal quality from other suppliers. | 5. Switching costs of the buyer are moderate| | X| | Due to strong relationships and credit dependence, the buyers would resist switching very often. | 6. Threat of forward integration by the supplier is low| | | X| A steel supplier is least likely to start the EME business. | 7. Importance of the input to the quality of the buyer’s product is high| X| | | The quality of the raw materials determines the quality of the final product. 8. Cost of the input, relative to the total product cost is high| X| | | The raw material contribution to the final product comprises of ;50% of the total cost| Overall Bargaining Power of Su ppliers| Medium| | 8. IV. Threat of Substitute Products| 1| 2| 3| Remarks| 1. Profitability of industry producing substitute is NA | | | X| There seems to be no substitute industry for EMEs| 2. Rate of improvement in price-performance relationship of substitute product is NA| | | X| NA for the same reasons as above| 3. Buyers switching costs are high| | |X| As mentioned earlier, dependence for after sales support and big life span of the product makes it difficult for the buyers to switch| Overall Threat of Substitute Products| Low| | 9. V. Competitive Rivalry & Barriers to Exit| 1| 2| 3| Remarks| 1. Concentration of competitors is high | X| | | There is close competition among the existing players. There are around 10 competitors in the industry. | 2. Industry growth rate is moderate| | X| | The growth rate of the industry is moderate (6%-7%) because of maturity in the industry (more competitors coming in and depleting margins)| 3.Fixed Costs are high| X| | | The CAPEX involved in setting up facilities is high and this is lowered by JVs to an extent. | 4. Product differentiation is low| X| | | There is not much difference in the main equipments the competitors make except the after sales service| 6. Switching costs are high| | | X| Because of the huge initial investment, high life span of the product & the dependence for the after-sales support makes the buyers immobile| 7. Exit barriers are high| X| | | Asset specialization is high & huge investment makes it difficult to quit| 8.Strategic stakes are high| X| | | Caterpillar was exposed to loss in Europe due to Komatsu eating up its market share. | Overall Intensity of Competitive Rivalry| High| | 10. *1-High 2-Medium 3-low 11. SWOT Analysis STRENGHTS * Wide range of products – Full Line offered * Excellent quality levels in terms of products and processes with Total Quality Control (TQC) being adopted for all practices and supplemented by the Plan, Do, Check, Act (PDCA) cycle. * Price advantage with r espect to major competitors. Large international presence and market leaders in its home country as well as a few other countries, especially in the eastern bloc. * Low cost and highly productive nature of the labor force. * Excellent R & D facilities and development of breakthrough and specialized products and adaptation of products to suit user requirements in various countries. * Able to respond to diverse market needs without compromising on the cost position (EPOCHS project). * Fully integrated manufacturing with production of all components and parts in house. WEAKNESSES * Centralized production system which will lead to less flexibility on account of changing competitive factors like protectionism, exchange rate fluctuations etc. * Logistical difficulties in shipping and high landed cost. * Weaker sales and distribution network as opposed to that of Caterpillar. * CAT still has wider brand recognition and a larger brand value * Product range still smaller than that of Caterpi llar. | OPPORTUNITIES * Increase in infrastructure development in developing countries in Asia and Latin America. * Mining boom in Australia. A number of unique products in its kitty like amphibious and remote controlled bulldozers which can be used for specialized purposes such as working at toxic dump sites and underwater mining. * Ever increasing usage of robots in manufacturing will give a large market share for its industrial robots. | THREATS * Reduction in demand for EME equipment due to the decline of the construction boom, especially in developed countries. * Fluctuating nature of the Yen. * The rise of trade frictions between the US and European Community and Japan. The rise of smaller domestic companies in the international market. | Resource Based Competitive Advantage Let us now analyze Komatsu on the basis of its Physical, Reputational, Organizational, Financial and Intellectual resources. 1. Physical: The physical resources of Komatsu are quite valuable and some of it is quite rare such as its unique products such as the amphibious bulldozer but is not hard to copy and is substitutable. In fact CAT still has advantages over it in terms of sales and distribution and factory locations. 2.Reputational: The reputation of Komatsu is quite valuable and is widely known as a maker of good quality EME machines at competitive prices but CAT still has a higher reputational advantage over it. 3. Organizational: The organizational set up of Komatsu is highly efficient and it is one of its most valuable resources. It has one of the best labor relations in the industry. 4. Financial: The financial position of the company is quite stable at the moment but is subject to a lot of risks on account of various factors like the fluctuating Yen, decreasing demand for EME equipment etc. . Intellectual: The intellectual resources of Komatsu is one of the best in the industry, making it highly valuable and rare, leading to the development of its excellent R & D infrastru cture and highly productive nature of its labor force. Financials & Future Course From the limited and abridged version of the financial performance of Komatsu, we can see that the company has shown consistent growth. Yet, there has been considerable fluctuation in the sales revenue and net income over the years. Plotting the data in a graph gives us a clear picture of this trend.The above three figures show that the market-share of Komatsu, in the global EME market, has steadily grown between 1978 and 1984. It is interesting to note that the net sales and net income of the company does not correspond to the steady growth in the market share. These ups and downs can be explained in a case by case basis. In the early 1970s, the company started focusing on upgrading the quality of its products to compete in the global market. MITI’s decision to open the EME industry to foreign investments led to an obsession for quality and acquisition of advanced technology.Licensing technolog ies from International Harvester and Bucyrus-Eric and implementation of quality improvement programs led to high costs but they started paying off in the late 1970’s in terms of increased market penetration and lower cost of manufacturing. Aggressive exports to Western Europe and other parts of the world in the early seventies led to the sustenance of growth in market share and sales. But poor dealer network and lack of global servicing facilities led to a overkill of inventories and parts in international subsidiaries that led to substantial decrease in net income.Pricing its products at 30-40% less than that of CAT’s products enabled Komatsu to sell high number in LDCs. Komatsu’s ratio of exports grew from 20 % to 55 % in 1975. Late 1970s saw an increased investment in R to facilitate the V-10 program to reduce cost by 10 %, reduce the number of part of by 20 %, focus on value engineering and rationalizing the manufacturing process. This dented the balance she et. Rapid appreciation of Yen against many major currencies led to further constraints. Though the engineers used pessimistic internal yen/dollar exchange rate, the volatile nature of Yen had an impact on the net income.Buying its way out of the licensing contracts between International Harvester and Bucyrus-Eric again led to a major expense in the early 1980s, but they saved the company a great deal of trouble and licensing fees. This led to the unrestricted introduction of products like hydraulic excavators and wheel loaders to the world market. This led to a spike in the net income and net sales of the company in early 1980s. The rise of trade friction between European community and USA on one hand and Japan on the other slumped Komatsu’s international sales after 1982.Subsequent freight costs from shipping heavy earth moving equipment with poor volume to value ratio, simultaneous initiatives such as EPOCH, PDCA and increase in R spending to 5. 8 % in 1983 pulled down the net income figures. These are temporary downtrends which will be turned in to rapid up swing once these efforts start to paying off. Company on The Right Path The company is on the right track. Results of R efforts like superior cast iron development, 1000 bhp bulldozer, and diversification to arc-welding robots, heat systems etc have ensure the future of the company.It has spread its risk and has capitalized on changing trends like the embargo by Reagan’s administration which got Komatsu the Siberian natural resource project. Through it initiatives like F, it has identified the future course of the organization with the participation of its employees. But a competitor like CAT will definitely bounce back stronger than ever. CAT has its distinctive competitiveness built through strong dealership, huge financial reserves, global learning and experience. Innovation, operational efficiency, quality and consumer responsiveness are the key factors in achieving distinctive competit iveness.Komatsu has already addressed the needs of innovation, quality and operational efficiency. But there is a big gap in the consumer responsiveness aspect. CAT offers service and spare parts in 24 hours in any part of the world. Inventory overkill is a not a sustainable solution, hence the company’s immediate concern should be of improving the consumer responsiveness to ensure repeat purchase and nurturing customer loyalty. Company’s internal exchange rate has kept it buoyed during turbulent times in the money market, but initiatives like hedging revenues from international business will reduce forex risk.Innovation is vital, but innovation should be backed by organization commitment. If these innovations are not deftly handled, the sunk cost in R will scuttle the company. Komatsu should hence avoid falling in to the ‘Chasm’ between the early adopters and early majority of its new products. This can be achieved by sensing the different needs of the ea rly majority and perfecting the design of the products, adopting the distribution network to commercialization and revamping its business model based on the new requirements.If Komatsu fails in these fronts, it will fall in to the ‘Pioneers’ category of the Icarus paradox Danny identified by Miller. References * http://www. cat. com/about-the-company * http://www. komatsu. com/CompanyInfo/profile/ * C. W. L. Hill & R. Jones, ‘Strategic Management- an integrated approach’(2009). Bizantra, New Delhi. * C. W. L. Hill & Arun. K. Jain, ‘International Business – competing in the global market place’ (2009). Tata McGrawHill, New Delhi.

Case Study 1 Example | Topics and Well Written Essays - 250 words - 1

1 - Case Study Example The brain and nervous breakdown condition is secondary to hepatocellular failure, which is caused by low liver functioning (Dickerson, 2006). Excessive consumption of alcohol causes leads to gastrointestinal bleeding and hence F.C is at a risk of experiencing the condition. F.C is a heavy drinker and he has exhibited signs of cirrhosis, which causes gastrointestinal bleeding in later stages. The bleeding occurs after a period of heavy drinking on a patient already suffering liver disorders. Symptoms of liver disorders are evident in F.C’s body, but yet he persistently drinks heavily. The blood is unable to clot, which leads to coagulopathy (Dickerson, 2006). Acute liver failure is the cause of F.C’s constant mental deterioration through alteration of his mental status. Medically, the condition can be treated using proper intensive care support through hemodynamics and fluid management. The doctors should also use proper medication that does not affect the liver avoiding non steroidal drugs used for anti-inflammatory purposes. Anti-viral medication should be used to treat cirrhosis to avoid increased liver dysfunction (Dickerson,

Consumer Products Safety Lawyer Case Study Example | Topics and Well Written Essays - 500 words

Consumer Products Safety Lawyer - Case Study Example Now let me introduce myself, my name is Mr. XYZ and I am a consumer products safety lawyer. You must be surprised after listening to these facts however these facts are true and it is now our duty to become united to stop people from being burnt. Any company or business that is operating in our society should aim to help us and offer things that are beneficial rather than harming the society and people living in the society. If any organization, regardless of how much reputation it has, does not care about the society then it should not be allowed to operate unless it starts caring about people living in the society. We all know McDonald's is one of the top fast food restaurants in the world, and we all go to McDonald's and because we have been their customers, McDonald's has become such a renowned brand in the world. What if from tomorrow we stop using the products sold by McDonald's? Don’t you think McDonald's should think about the people rather than selling hotter coffee to differentiate itself from competitors? It has been medically proven that if coffee or tea is taken at 54Â °C then it will burn the skin just within two seconds (England and Wales High Court (Queens Bench Division) Decisions, 2002). Although McDonald’s has already paid hefty fines on several occasions for selling hot coffee still it has continued selling coffee at 82Â °C to 88Â °C. So, McDonald’s has to offer coffees at a lower temperature and for this cause, you should and you have to come with me and together we will have a class action suit against McDonald's so that McDonald’s starts offering coffee at a lower temperature. It would be great if together we can eliminate the cause of people being burnt, so come with me and we will make this happen and save people.

Two and a Half Men Analysis Assignment Example | Topics and Well Written Essays - 1500 words

Two and a Half Men Analysis - Assignment Example It provides the perfect opportunity to study two opposite forms of modern masculinity. â€Å"Literature on gender and hegemonic masculinity frames this research project, offering both a historical perspective and a critical understanding of media representations. I argue that the performances of hegemonic and subordinated masculinity on Two and a Half Men reconstruct and reinforce the dominance of hegemonic masculinity within our society as the only acceptable performance of manhood. Effeminate masculinity, an alternative masculinity, fails to find legitimate cultural articulation within the show.† â€Å"In an important sense there is only one complete unblushing male in America: a young, married, white, urban, northern, heterosexual, Protestant, father, of college education, fully employed, of good complexion, weight, and height, and a recent record in sports†¦ Any male who fails to qualify in any one of these ways is likely to view himself–during moments at leas t– as unworthy, incomplete and inferior† (Sex and Gender, nd). If this then is what our society expects from the â€Å"perfect† man and the main character Charlie Harper has literally none of these other than white fully employed and good looking, could we assume that these then are the historical attributes alone that attract us and especially female viewers to him? Technical Perspective The technical aspect of media may be summed in Lasswell’s model. According to Lassswell, this aspect encompasses who says what, to whom it is being said and effect it that the â€Å"saying† has (Aect, 2011). Two and a Half Men as a comedy has been starred by John Cryer, Jones Angus and Charlie Sheen, individuals who have proven beyond doubt to the audience that they are capable of... Two and a Half Men has been a captivating hit since it started gracing the airwaves in 2003. The program basically compares the character of one individual in the show with the same character in his real life. The story portrays a family that is clearly dysfunctional from every point of standing and yet one that has remained a story of great interest to an audience consisting of people across different ages and gender. Two and a Half Men has interested various people, age and gender being no barrier, there are various elements that have led to this captivation as can be seen based on the various perspectives discussed above. This is an amazing thing with Kutcher replacing Charlie Sheen because now we will know so much about ourselves. Did we watch the show primarily because Charlie Sheen was the lead or did we watch the show because we deep down expect the male role to be that of a hard drinking women getting misogynist who contrasts the respectable but boring brother. We will find out if the show was drawing audiences with the clichà © of the dumb child and cold aloof mother or whether or not the world finds the dysfunctioning of someone else’s family is like that train wreck we don’t want to turn away from. Various spectators have aired their disrespect for Charlie Sheen’s actions in respect of boasting about his supernatural abilities. Whereas some feel that CBS took the right direction in stopping the production of the shows for his utterances, others feel that Sheen’s actions related to the abuse of several women is the greater sin. I personally thought Charlie Sheen was made for this role and vice versa considering the spring board from when he replaced Michael J Fox in Spin City. I was sad to see Michael Fox leave but became quickly sold on the very first episode with Charlie Sheen as was most of America. You saw it there in his Spin City Charlie Crawford role which developed into his Charlie Harper role which just maybe was the real life problem of Charlie Sheen trying to live up to his on screen persona. Wholesome and naà ¯ve TV sitcoms themselves from Father Knows Best and Leave it to Beaver have grown and matured and even festered over the many years since the 19 50s and we can see that same festering path in Charlie Sheen’s life.

Impact of management of control system and leadership Essay

Impact of management of control system and leadership - Essay Example Hutzschenreuter (2009) points out that such tools can be formal procedures used to maintain or change the activities of the organization. The notion of management control has been discussed intensively in the fields of management research (Horch, 2009). The existing literature on leadership points out that the leadership styles adopted by the top management of an organization affect not only the performance of the business, but also the level of commitment among the middle and low level managers. Scholars in the accounting and control field also argue that the style of leadership adopted by the managers is directly influenced by the level of management control structures that exist in a particular company. Different organizations invest differently in their management control systems with the aim of improving decision making (Simons, 2000). Some scholars argue that such systems enhance the performance of the managers thus increasing the overall productivity of the business. Cogliser & Shriesheim (2000) indicate that when managers are able to rely on the information collected through these systems, they can model their leadership styles to enhance the achievement of the objectives of the organization. Boedker et al. (2011) further states that such systems boost productivity as they ensure that the mission and vision are at the core of the decisions made at the management level. According to Horngren et al. (2009), without strict control, workers will never bring good results as they will have the freedom to be involved in practices that end up limiting their value and productivity. Bass et al. (2008) adds that tight management control systems ensure that a company performs efficiently by reducing the number of violation cases .This is heavily contested by another group of scholars who argue that such systems result in fear among junior employees. According to Sinha (2008), fear and stress are among

Outline Essay Example | Topics and Well Written Essays - 1750 words - 1

Outline - Essay Example uote: â€Å"Genetic studies have shown that the particular set of weight-regulating genes that a person has is by far the most important factor in determining how much that person will weigh† (The Daily Beast, 2009, p. 1). Obesity is also a result of the activities and habits of an individual. Factors like the type of food one likes, and the amount of exercise one does to burn the fat have an important role in determining one’s body-mass-index. Eating at junk food is a common cause of obesity. Obesity exposes an individual to myriad of problems of personal health and relationships, and socioeconomic risks. Foremost, obese people are vulnerable to potential life threatening diseases owing to a low immune system. These include insulin resistance, high blood pressure, type 2 diabetes, stroke, high cholesterol, heart attack, gallstones, gout, osteoarthritis and cancer. Moreover, obese individuals face a number of challenges such as the risk of losing their jobs. Obesity affects the productivity of an individual as they find it harder to cope with the strenuous work load. Surgery is an effective and better but costlier option of getting rid of obesity for chronic obese patients than drug treatment, but obese people can afford it if health insurance premiums for them are raised. a. Quote info: â€Å"some employers have opened fitness centres, conducted health education programs and even have provided incentives for employees who participate in proven weight loss programs† (Ceniceros 2). Obesity is growing in the USA and is the cause of many health and socioeconomic risks for the people. To fight obesity, several ways can be adopted some of which include raising the insurance premiums for the obese people, and taxing obese people more. These measures are demotivating and discouraging factors for people to gain weight. In addition, surgery can be used to remove fat. Employers must provide their employees with subsidized gyms whose use should be made obligatory upon

Informal paper - Proposal Essay Example | Topics and Well Written Essays - 2500 words

Informal paper - Proposal - Essay Example For doing simple tasks like opening a door in the form of authorized entry to accomplishing complex organizational processes, IT and its tools are playing an optimal role. One of the key IT based processes inside an organizational environment is storing of digitized data, sharing it, and importantly processing or analyzing that data using specialized hardwares and softwares to get the desired results. Among the many existing and emerging technologies, cloud computing is being maximally implemented by many organizations in varied business sectors. When an organization utilizes cloud computing, it takes over majority of its IT processes â€Å"raining† benefits to it like how rainy clouds would normally ‘envelop’ a particular area. In the part one, we will provide background technical details about cloud computing and the processes behind it. In the second part, we will particularly focus on Amazon’s cloud computing service called EC2 and its effective feature s. In the third part, by comparing EC2 with other cloud services, will try to show how EC2 is a far superior service than others. Will conclude the report by summing up the points that will clearly show how EC2 is the best service for your company. Cloud computing refers to a IT based virtual infrastructure where business operations are carried out using third-party ‘virtual’ servers stationed in distant places through internet-dependant interface, instead of using in-house IT structure. So, it obvious that you need not required to build and maintain an internal IS based infrastructure. If you have a pre-existing structure, you can avoid expanding it. This is because normally cloud can store all kind of data and importantly host many softwares, which may be needed to run your processes. The data and softwares can be accessed using a web based application from any place without major physical limitations. â€Å"The storing and accessing of applications and computer data often through

Operation Management Research Paper Example | Topics and Well Written Essays - 3000 words

Operation Management - Research Paper Example But what is common in all those examples is that they get some input, either in materials, or in services, they process it with the help of manpower and machineries, they provide customers with some tangible benefit. This whole process is operation Management. As seen from the above examples, the roles of operational management can be widely varied. In the smallest example of manpower handling, the operations manager of a mining organization where he handles unskilled workers and the operations manager of software company, where the operations manager handles highly skilled manpower. The strategy of handling manpower in these two cases will be entirely different. The total gamut of operations management includes: During Product Design stage: Matching Product Design with demand, perceptible and implied, production feasibility in terms of cost, competition etc. Product Planning stage: lifecycle, Costs, Revenue and Profit during life cycles, Entry and exit strategies, Produce range, Quality, cost of quality, Total quality management, Forecasting of supply demand availability or input sources Process Planning, Capacity Planning, Short time schedule, long term schedule, Material requirement Planning, Just-in-time operations approach Maintenance and Replacement of Plant and Machinery In the following chapters we will look into all the above aspects of operation Management in detail. Operation Strategy: The first aspect of operation management is operation strategy. The operation strategy of an organization includes its range of products, the processes involved, its employees, its location, its infrastructure facilities, and its relation with customers. The main thrust of operation strategy is its direction by... The first aspect of operation management is operation strategy. The operation strategy of an organization includes its range of products, the processes involved, its employees, its location, its infrastructure facilities, and its relation with customers. The main thrust of operation strategy is its direction by which it is going to meet the customers' demand and satisfaction. The operations strategy is framed in general terms without specifics and describes the features of the products and processes rather than details. The steps to a operations strategy include:1. Analysis of business strategy of the organization,2. Using this analysis goal are set which the operation strategy must meet.3. Analysis of environment like market, customer, competition, location availability of manpower, products, change environment4. Identifying the factors of the process like capacity, quality, technology, which will give distinctive advantages5. Designing of organizational structure, controls, and fun ctions to support the process6. Defining of monitoring systems for measuring performance.7. Continual improvementThe success of a company depends on its well-defined operation strategy and implementation of the strategy. The failure of the strategy generally is attributed toBadly designed, unrealistic, not implemented properly, not related to actual operations, ignores the key factors, lack of support from the people who are supposed to implement them.Once the operation strategy is made then the next important aspect is product design.

Training Key Areas Essay Example for Free

Training Key Areas Essay Employee’s talents, happiness and productivity normally measures on a company’s overall prosperity. Corporate responsibility has become most important value in large organizations. This requires high levels of employee contribution. Community projects and promoting diversity helps companies develop symbiotic relationships with the surrounding environments. Working towards positive corporate culture will surly build the employee value over time. This paper will analyze key trainings that focus on legal requirements, diversity and employee growth, all focusing on larger companies. Legal Requirements According to the article â€Å"Employee Training Development† written by Noe, the different situations that can result in legal actions in a organization include, failure to meet training requirements, employee sustaining injuries due or during training or a injury outside of the training session. The breach of Confidentiality against employees or an employer is also punishable by law and it entitles the employee to punitive damages as their result of injury to his or her character. It’s also vital that the organization that is using the copyright material within its training; that they obtain permission and that it is legal and punishable by law. The business must maintain and abide by both federal and state regulations in addition to the local laws; because these laws may permit the amount of hours required by laws to maintain the status of a Limited Liability Company. Organizations that are established under a Limited Liability Company must keep track of an updated hour list that are spending on training and the people that participated in the trainings. Depending if the  company is a sole proprietorship, corporation or a limited liability; the legal advisor can only strengthen the company after the trainings. The relationship between legal advisors and lawyers is extremely beneficial because he or she is well educated in the goals and objectives and can provide influential perspectives on any opportunities that can benefit the company in the future. The relationship between the employer and legal advisor is also important because they ensure that the employer is knowledgeable of the laws in other states as they are diffe rent depending on location of the business. Diversity The development of diversity training is further than just race, gender, culture and work ethic. Great diversity training within the company provides the employers the proper tools that are needed to attract new employers and maintain their great diversity work place. The diversified management and leadership programs provide coaching to assist individuals, by doing this it will create exceptional employer and employee relationships. These training programs that will be offered will increase the abilities of growth for the company and reduces the complaints and lawsuits that may be filled with the Equal Employment Opportunity Commission (EEOC). Complaints that would be filled with the EEOC would be any violation against the Civil Rights Act. The Civil Rights Act title VII prohibits employment discriminations based on sex, race, color or national origin. (EEOC, n.d.). The requirement needs for organization training is ensuring that all employees are present. Also that no materials presented are or could be offensive to any employees. Lastly organizations that are incorrectly report its training sessions as expenses’ or report reimbursements as income may harm the organization in forms of lawsuits and can very well damage the reputation. Employee Growth Employee growth is when organizations establish diversity training. When men and women participate in education courses, counseling services, and career development, it can lead to promotions and internal career advancement. The success of managers and hourly employees advancing to salary positions will produce a rippled affect as managers strive to their goals. Managers begin  working closely with employees to mentor and provide them with any desired qualities that he or she may possess but need training to advance further. The end result is more stress free environment and increase in self esteem, and less turn over’s. Conclusion Even though in all business are different, they mostly all want the same end result; success. The road to get to success is quite similar, hard work and dedication. Employee growth, legal requirements and diversity will help get to the right road, yet clearly it takes work and trainings and patience. The end result will be worth the hardship. A company must be willing to do the job correctly and it will have success. References Title Vii of the civil rights act of 1964, retrieved from. Usa.Gov http://www.eeoc.gov/laws/statutes/titlevii.cfm Noe, R. A. (2008). Employee Training and Development (4th ed.). New York: McGraw Hill. Blanchard, P. N., Thacker, J.W. (2007). Effective Training Systems, Strategies, and Practices (3rd ed.). Retrieved from The University of Phoenix eBook Collection.

Analysis of Prest v Petrodel Resources Ltd

Analysis of Prest v Petrodel Resources Ltd The relatively short and significant judgment in the Supreme Court case of Prest v Petrodel Resources Ltd has gathered vociferous interest from academics and practitioners. It was of key interest as it was a legal cross over between family law and company law. The legal team representing Prest stated that the decision is of major importance not only for family law and divorcing couples, but also for company law, and it is the most important reviews since Victorian times on the law regarding piercing the corporate veil.[2] The principles of lifting the corporate veil for the past eight decades seemed to have never been wholly established as judges always contradicted each other and never reached a unanimous decision. There has been extensive discussion as to whether a court can ignore the principle of separate legal personality and treat a companys property, rights and obligations as belonging to a person who owns and controls the company.[3] The critical points which would be analyse d in this essay would be whether Prest has brought us closer to what the principle of lifting the corporate veil can be defined as, what it entails or whether the whole doctrine should be set aside. It will be argued that the law should not be given its quietus as it seems that judges are somewhat getting closer to an answer. Prest narrowed the circumstances in which the doctrine may apply thus, this could show that decision makers are near the end of a long marathon. On the contrary, it seems that even if the doctrine is set aside, the principles would still be applied unknowingly by judges, it would perhaps not be defined as piercing the veil doctrine. It would possibly be applied in conjunction with other laws which would have the same effect and outcome as piercing the corporate veil. Lifting the corporate veil has been viewed narrowly to be the process used by the courts to either determine what exactly is going on behind the shell of incorporation. The whole concept of lifting the veil was derived from Salomon v Salomon[4] where corporate veil was established. It was held that a limited company was viewed like any other independent person with its right and liabilities appropriate to itself[5] The Salomon principle has been the foundation on which company law and business corporations have thrived on for years.[6] When taking into consideration how the law has developed in this area, Cheung describes that it is evident the House of Lords decision in Woolfson [7] came to be source for guidance in subsequent cases. More importantly, the HL emphasised that it is only appropriate to pierce the corporate veil where the circumstances indicate that the company is merely a faà §ade concealing true facts. However, despite this important distinction, the courts have alwa ys been wary that there must be some limit to the protection afforded by limited liability to ensure that business dealings remain honest. As Lazarus[8] explained no court will allow a person to keep an advantage which had been obtained by fraud[9] This principle underpinned all of the early attempts to pierce the veil meaning that the court will not allow a corporate personality to be used to protect individuals from wrongdoing. Similarly, Lord Sumption explains piercing the corporate veil means disregarding the separate personality of the company[10] Moreover, as per Lord Keith in Woolfson,[11] he states it is appropriate to pierce the corporate veil only where special circumstances exist[12] Consequently, right from the onset, there were conflicting views. The reception which the doctrine received forty years ago is still echoed to this day in Prest. The court reaffirmed in Prest the well-established judicial conservatism approach that the corporate veil could only be pierced in very rare cases[13] Therefore, despite the doctrine not being clear, it is well established that the doctrine is not be considered in all corporate cases but, ought to be considered only rare ones. On the other hand,it can be argued, that the strictness of the approach led to the doctrine existing more as a matter of legal theory than as a feature of legal practice. Prior to Prest, in Lipman,[14]the only way to lift the veil was if the company was regarded as a sham or mere faà §ade. In Smallbone,[15]Sir Morritt brought forward the argument that it is uncertain as to which circumstances a company can be considered as a sham or whether the company need to do something illegal for immorality to suffice.[16] Hence, this suggests that there is no clear structure to be followed. This could create further confusion as to what the doctrine of piercing the corporate veil originally intended to do. Could this perhaps suggest that it is better to abandon the doctrine as a whole rather than to try and figure out what the principle actually proposes to do. This could perhaps create more clarity in the sense that decision makers would know what is not meant to be included in the doctrine. Furthermore, this can be mirrored in Prest where Lady Hale and Lord Wilson doubted whether it is possible to classify all cases neatly into cases of either concealment or evasion[17] Therefore, even to this day there are a lot of question marks as to when and how the doctrine is applied; there are still a lot of unanswered questions which have not been dealt with. It seems that the judges only deal with these when and how it comes. It can be contended that the doctrine is there but, no one has yet connected the dots to see the full picture of what it entails. The fact that none of these questions seem to provide a clear picture further creates problems today as for a doctrine to develop or adapt to the new changes, the reasonings behind the past decision needs to be understood thus, if one cannot do that then how can the doctrine be established. Notwithstanding, since Prest, it is no longer sufficient for a company to show that it is a mere faà §ade or a sham;[18] one must show that control of the company by the wrongdoer was used as a device to conceal the wrongdoing.[19] A new provision on how the doctrine should be established was brought in Prest. Over the past eighty years, there has been many interpretations. Most recently, analysed by Lord Sumption where he identified the concealment and evasion principle. In Prest, Lord Sumption argued for a narrower and clearer approach by restricting the circumstances in which the veil may be pierced. This was because references to a faà §ade or sham beg too many questions to provide a satisfactory answer[20] He attempted to give an explanation; He stated that the veil would be restricted to two principles: the concealment principle and the evasion principle.[21] The concealment principles is the interposition of a company or perhaps several companies so as to conceal the real ac tors[22] But, he noted that this does not actually involve piercing the veil; the court is simply looking behind the faà §ade to discover the true facts.[23] Contrarily, the evasion principle applies where a person is under an existing legal obligation which he deliberately evades by interposing a company under his control.[24] However, despite the two approaches being somewhat clear; Lord Alcock observes that care must be taken because none of the other six justices of the Supreme Court agreed with Lord Sumption without some qualifications[25] He also points out that there is substantial uncertainty surrounding the operation of the evasion principle.[26] Most significantly, Neuberger also found that in cases where piercing the veil was considered, it either did not apply in the facts, or it was applied on the facts but the results could have been arrived at on some other legal basis.[27] On these grounds, this could show that the doctrine does not necessarily need to exist as the same outcome can be arrived on some other legal basis. It can be indicated that the doctrine could perhaps only exist to give reassurance to corporate businesses in order to ensure them that they have a sense of security in case something goes wrong, but in reality, it does not exist and is rarely applied. Undoubtedly, Lord Neuberger drew different conclusions regarding the application of the principle. He argued that there is not much support for the doctrine.[28] He observed that there is no English case which unequivocally underpinned a power to lift the veil[29]; however, recognition is given to a limited power as a valuable judicial tool to undo wrongdoing in cases where no other solution exist[30] It gives the impression that every judge will come up with a new principle every now and again which would be relied upon but then a couple of years after, a new judge will find criticism in the doctrine. It seems that it is going around in a vicious circle without reaching an end-po int. Additionally, Lord Sumptions principle brought further opposition. Lord Mance argued that It is dangerous to seek to foreclose all possible future situations which may arise and I would not wish to do so[31] Furthermore, it should be considered that Prest only dealt with one specific class of asset which were held by those of corporate entities. The decision shows that an application of company law principles is required when determining the ownership of those assets.[32] Henceforth, this shows that Prest only narrowed only one specific factor in piercing the corporate veil, a factor which cannot be used in all cases. This further shows that we are no closer to an answer of lifting the corporate veil. Contrarily to the above, despite there not being a set doctrine, it seems that the Lordships all agree on one aspect. In Prest, they all accepted the existence of a general common law veil piercing as being limited to rare and exceptional circumstances.[33] Lord Clarke argued that Sumptions distinction the circumstances in which the doctrine apply are rare[34] This similar reaction has been echoed in the past. It can be thus shown, that not much has changed and the decision makers are still unsure as to when the doctrine can be applied. In 2017, it is very difficult to predict what the future path for the doctrine will take as there are many conflicts on this topic even from the Supreme Court judges. As stated above, Lord Neuberger, Lord Clarke and Lady Hale were not entirely convinced on the validity of the doctrine and seeing it as merely a metaphor which was unclear and inchoherent. This was contrasted with Lord Mance and Lord Walker who are very much in favour of keeping the doct rine. On the other hand, Lord Neuberger who had initially been in favour of giving the doctrine its quietus because it had been misapplied in the eighty years indicates that the obiter by Lord Sumption is very influential and could prove to be important in future cases. Hence, this further indicates that there are still many uncertainties within the doctrine itself. It can be indicated that if Prest was successful in providing a set answer as to what piercing the corporate veil entails then there would have been many cases which would have pierced the veil post Prest. For some the most helpful case is the decision in Pennyfeathers limited v Pennyfeathers property company limited.[35] It is said to be a better example of facts for giving rise to the principle of piercing the veil. Provided that the principle was to be properly established then there is one thing that all decision makers would agree upon which would be that the company was used in an attempt to immunise himself from the liability of wrongdoing[36] This is consistent in DHN[37] just as much as it is in Gramsci.[38] It seems that in every case that involves piercing the veil, the defendants always argue that there is no such thing as piercing the corporate veil[39] thus, could it be that many wrongdoers have been able to escape liabilities simply because the doctrine was not well es tablished. The new approach found in VTB[40]and Prest significantly restrictive approach to piercing the corporate veil which in effect has relegated the doctrine to a principle of last resort.[41] Post Prest cases such as R v McDowell[42] and R v Singh[43] shows that the superior courts exercising restraint in disturbing the principle in Salomon.[44] It therefore appears that where litigants can show that the relevant tests are satisfied, the courts will allow them to obtain judgement against assets that were intentionally placed out of their reach. However, these cases are and will remain exceptional. More recently, in Akzo Nobel[45] in its arguments had suggested that the Competition Commission had tried to attribute the activities of the subsidiaries to Akzo Nobel which was in effect piercing the corporate veil.[46] It could be considered that an alternative approach would be to put the doctrine on a statutory basis so that the courts would have a guide to follow instead of consistently establishing conflicting views between themselves. However, this could prevent flexibility of the courts whilst it faces complex issues which cannot be foreseen by statute. On the other side of the coin, it would be less harmful than having ambiguous rules. Furthermore, there could be an extension which established distinct body rules for corporate groups such as in Germany. The interest of the whole group both financial and non- financial matters would be recognised. Moreover, another approach could be piercing the veil by removing limited liability towards involuntary creditors, notably tort victims. In Chandler v Cape,[47] it introduced some basis for this approach whilst imposing liability on a parent company by suggesting that the parent company has a duty to the employees of its subsidiary company. To conclude, it has been suggested by academic commentary that the decision reflects a progressive trend of restricting the doctrine.[48] However, it can be contemplated that slightly narrowing a doctrine which Supreme Court judges do not agree with does not mean that it is progressive.[49] If one keeps on rebutting every proposal that is brought forward then that is not progressive, it does not feel like any decision makers has tried to find a solution for this problem. It can be disputed that this is a never ending vicious circle.  It seems as if it is an entertaining ground for judges to see what new solution can be made this time around. Prest brings a new kind of uncertainty.[50] However, Prest does confirm that the veil would only be pierced in exceptional circumstances. There is one basis which all judges approve which is that the veil is only to be pierced in exceptional circumstances. This could perhaps be a starting point of a well-established doctrine. It can be contende d that, even if the doctrine is given is quietus, judges would still apply the principles of piercing the veil unknowingly. This decision can be derived from another legal basis but, it will have the same outcome. Thus, even if it is given its quietus, the doctrine would still be there transparently. It seems that we are at a halt with the long marathon until, a case can fully apply the two provisions in Prest. Bibliography Practitioners Textbooks Palmers Company Law Books A Digman A, John Lowry, Company Law (8th edn OUP Oxford) Birds J, Boyle Clark B et al, company Law (9th edn, Jordan Publishing) Dr Wilde C, Smith and Keenans Company Law ( 17th edn Pearson) Lowry J, and Arad Reisberg, Company Law Corporate Finance (4th Edn, Pearson Journals Akansha Dubey et al, Family Law (2014) 3(1) A Alcock piercing the veil- A dodo of a Doctrine (2013) 25 denning LJ 241,243 A Bowden Concealment, Evasion and Piercing the corporate veil: Prest v Peterodel Resources Ltd [2013], Greens Business law, April 2014 Bull S, piercing the corporate veil in England and Singapore [2014] Heinonline C Hare, Piercing the corporate veil in the supreme court (again)- The Cambridge Law Journal, 72 [2013] 511-515 Chrysthis N Papacleovoulou, lifting or piercing, the corporate veil in Cyprus: a doctrine under challenge- an analysis of English and Cyprus case Law analysis (2016) 27 (4) ICCLR D Lightman, Petrodel Resources Ltd v Prest: Where are we now? Trust Trustees (2013) 19 (9):877 J McDonagh, Piercing the corporate veil in the family division: Prest the latest from the court of appeal- Trust and Trustees (2013) 19 (2) 137 J Payne Lifting the corporate veil: A reassessment of the fraud exception Cambridge law Journal, 56 (2) July 1997 Mujih E, Piercing the corporate veil as a remedy after Prest V Petrodel resources Ltd: Inching towards Abolition [2016] Westlaw 17,17 Pey Woan Lee, The Enigma of Veil- Piercing (2015) 26 (1) ICCLR 28, 30 Spears, Expert analysis of the Prest Judgement (Spears ,11 June 2013) Tan Cheng-Han, Veil piecing- a fresh start (2015) 1 JBL Online Articles Spears, Expert analysis of the Prest Judgement (Spears ,11 June 2013) http:///www.spearswms.com/expert-analysis-of-the-Prest-judgment/> accessed 8th March 2017 Simon Mcleod- The Corporate Veil And Its Piercing As Clear As? http://gdknowledge.co.uk/the-corporate-veil-and-its-piercing-as-clear-as/ >accessed 20th February 2017 Cases Akzo Nobel NV v Competition Commission [2013] CAT 13 Antonio Gramsci Shipping Corp ors v Aivars Lembergs [2013] EWCA Civ 730 DHN Food Distributors Ltd v Tower Hamlets London Borough Council [1976] 1 WLR 852 Lazarus Estates Ltd v Beasley [1956] 1 QB 702 Prest v Petrodel Resources Ltd UKSC 34, [2013] R v McDowell [2015] EWCA Crim 173 R v Singh [2015] EWCA Crim 173 Salomon v Salomon [1896] UKHL 1 Trustor AB v Smallbone (No 2) [2001] EWHC 703 VTB Capital plc v Nutritek International Corp [2013] UKSC 5 Woolfson v Strathclyde Regional Council [1978] UKHL 5 [1] Prest v Petrodel Resources Ltd UKSC 34, [2013] [2] Spears, Expert analysis of the Prest Judgement (Spears ,11 June 2013) http:///www.spearswms.com/expert-analysis-of-the-Prest-judgment/> accessed 8th March 2017 [3] French D, Mayson S Ryan C, Company law (31st edn, OUP) 127 [4] Salomon v Salomon [1896] UKHL 1 [5] Lord Halsbury Salomon v Salomon [98] [6] Lowry J, and Arad Reisberg, Company Law Corporate Finance (4th Edn, Pearson) 35 [7] Woolfson v Strathclyde Regional Council [1978] UKHL 5 [8] Lazarus Estates Ltd v Beasley [1956] 1 QB 702 [9] Ibid [10] Prest Lord Sumption [16] [11] Woolfson v Strathclyde Regional Council [1978] UKHL 5 [12] Paragraph 90 lord Ketih [13] Prest [103] Lord Clarke [14] Jones v Lipman [15] Trustor AB v Smallbone (No 2) [2001] EWHC 703 [16] Ibid [17] Ibid [92] Lady Hale [18] Jones v Lipman [44] [19] Birds J, Boyle Clark B et al, company Law (9th edn, Jordan Publishing) 60 [20] Prest [28] (lord Sumption) [21] Pret [28] Lord Sumption [22] Ibid [23] Ibid [24] Ibid [35] [25] Alistair Alcock piercing the veil- A dodo of a Doctrine (2013) 25 denning LJ 241,243 [26] Pey Woan Lee, The Enigma of Veil- Piercing (2015) 26 (1) ICCLR 28, 30 [27] Prest [74] Lord Neuberger [28] Prest [69] (lord Neuberger) Alistar Alcock (n 18) 250 [29] Ibid [30] Ibid [31] Ibid [100] Lord Mance [32] Piercing the corporate veil in the family division: Prest the latest from the court of appeal- Trust and Trustees (2013) 19 (2) 137 [33] Piercing the corporate veil in the supreme court (again)- The Cambridge Law Journal, 72 [2013] 511-515 [34] Ibid [103] Lord Clarke [35] Pennyfeathers limited v Pennyfeathers property company limited [2013] EWHC 3530 (Ch) [36] Gramsci. Burton J [101] [37] DHN Food Distributors Ltd v Tower Hamlets London Borough Council [1976] 1 WLR 852 [38] Antonio Gramsci Shipping Corp ors v Aivars Lembergs [2013] EWCA Civ 730 [39] Ibid [40] VTB Capital plc v Nutritek International Corp [2013] UKSC 5 [41] Bull S, piercing the corporate veil in England and Singapore [2014] Heinonline 39,39 [42] R v Singh [2015] EWCA Crim 173 [43] R v McDowell [2015] EWCA Crim 173 [44] Mujih E, Piercing the corporate veil as a remedy after Prest V Petrodel resources Ltd: Inching towards Abolition [2016] Westlaw 17,17 [45] Akzo Nobel NV v Competition Commission [2013] CAT 13 [46] Simon McLeod- The Corporate Veil And Its Piercing As Clear As? http://gdknowledge.co.uk/the-corporate-veil-and-its-piercing-as-clear-as/ accessed 20th February 2017 [47] Chandler v Cape plc [2012] EWCA Civ 525 [48] Akansha Dubey et al, Family Law (2014) 3(1) 214,217 [49] Tan Cheng-Han, Veil piecing- a fresh start (2015) 1 JBL 20,21 [50] Chrysthis N Papacleovoulou, lifting or piercing, the corporate veil in Cyprus: a doctrine under challenge- an analysis of English and Cyprus case Law analysis (2016) 27 (4) ICCLR 129,130

Ernest Green Essay -- essays research papers fc

Ernest Green Throughout the American South, of many Negro’s childhood, the system of segregation determined the patterns of life. Blacks attended separate schools from whites, were barred from pools and parks where whites swam and played, from cafes and hotels where whites ate and slept. On sidewalks, they were expected to step aside for whites. It took a brave person to challenge this system, when those that did suffered a white storm of rancour. Affronting this hatred, with assistance from the Federal Government, were nine courageous school children, permitted into the 1957/8 school year at Little Rock Central High. The unofficial leader of this band of students was Ernest Green. The children of Little Rock Arkansas never doubted that, like every other southern Negro, they lived in an unequal, segregated society. In the twentieth century, the black population of Arkansas still endured periodic beatings, arrests and daily racial taunts at the slightest provocation. However, the law was turning in the Negroes favour. Various organisations including the National Association for the Advancement of Coloured People (NAACP) and Negro produced newspapers fought for an end to racial discrimination and for the advancement of the black population. â€Å"They began to assert political and economic pressure† against citizens, organisations and governments violating human rights. The victory in the 1954 Brown Vs Board of Education case granted the Federal Government the ability to pass school integration laws permitting Negro children to attend white schools. This was â€Å"a great forward step in achieving true equality† . Virgil Blossom, of the Little Rock school board, consented to nine black children integrating into Central High on September 4th 1957, 3 years after the United States Supreme Court decision. Testament to his resilience and determination in the face of angry segregationists, Ernest assumed the role of head of his family at the age of sixteen, after his father’s death in 1953. Ernest’s mother, an elementary school teacher, and his younger brother Scott both respected this new allotment Ernest assumed at such a young age. His mother knew it was useless attempting to persuade the headstrong Ernest to reconsider attendance at Little Rock Central High School after he had been selected as one of the nine Negro children to attend. Students were selected based ... ...e to breach Supreme Court sovereignty would render the different minorities, residing in the United States, helpless to further governmental legislature justifying racial discrimination. In their struggle to preserve racial inequality segregationists immorally resorted to using violence against children. Through â€Å"a sharp realisation of the shameful discrimination directed at small children† the world perceived an inconsistency in a nation that preached freedom for all, though denied the very same right to its children. Ernest Green and the other eight students â€Å"learned unmistakably that they possessed irresistible power† during the crisis but only if they realised it and united against discrimination and racism. Bibliography Bates, Daisy, The Long Shadow of Little Rock, University of Arkansas Press, Fayetteville, 1987. Degler, Carl N., Neither Black Nor White, The Macmillan Company, New York, 1971. Jakoubek, Robert, Martin Luther King, Jr., Chelsea House Publishers, New York, 1989. Levine, Ellen, Freedoms Children, G. P. Putnam’s Sons, New York, 1993. Poston, Ted, New York Post – Daily Magazine, 21st October 1957. Poston, Ted, New York Post, 24th October 1957.

Nucor Essay -- essays research papers

Business Summary and Strategy Nucor is the largest steel manufacturer in the United States. It remains a profitable company despite being in one of the most cyclical industries in the economy. Nucor enjoys this success for several reasons, employee relations, quality, productivity, and aggressive pursuit of innovation and technical excellence. Nucor's strategy is that of a low cost provider, they know they are selling a commodity and understand their competitive edge in the industry is lowering prices through innovation and productivity. The company operates primarily in two business areas, steel mills and steel products. Steel Industry Outlook Driving Forces: „Â « Globalization - Low cost foreign manufacturers "dumping" steel in the U.S. and other markets. „Â « Changes in the economy „Â « Changes in currency valuations „Â « Input/raw material prices Key Success Factors: „Â « Technological innovation such as the strip casting technology, investing in technology such as this allows Nucor to take calculated risks to ultimately lower their cost to produce steel subsequently raising margins. They now own the U.S. and Brazil rights to this technology. „Â « Employee relations - Nucor employees are more productive, loyal and Nucor has lower employee cost than competitors. „Â « Global Economic growth - if global and U.S. growth continue, Nucor will continue growth. „Â « Product Quality - Nucor has a reputation for quality products. „Â « Market S...

The Musical World of Aaron Copland Essay -- Biography Music

Aaron Copland was born on November 14th, 1900 in Brooklyn, New York, United States (3). His parents, Harris Morris Copland and Sarah Mittenthal Copland, were Jewish immigrants from Russia (6). Copland had four older siblings who grew up together. When he was eleven years old, one of his sisters, Laurine, taught him how to play a piano (3). Laurine also influenced to his musical world by introducing him to ragtime and opera (6). From 1913 to 1917, he took his first formal piano lessons from Leopold Wolfsohn (3, 6). Wolfsohn introduced him to the pieces of the great musicians such as Beethoven and Mozart. When he was fifteen, he attended a concert by composer Ignacy Paderewski. The dream of becoming a composer sprouted inside him after attending the concert (3). While he is attending Boys’ High School in 1917, he began to study composition and music theory through taking corresponding courses taught by Rubin Goldmark (2). Rubin Goldmark was a very conservative American composer, who discouraged modern music. After his graduation from Boy’s High School in 1918, he chose to study composition with Goldmark instead of attending to a university (6). He also received piano lessons from Victor Wittgenstein and Clarence Alder. He was exposed to various genres of music by attending to operas and concerts. The Cat and the Mouse (1920) was his first published composition that was not shown to Goldmark. The Cat and the Mouse is a literal composition which fast tempo depicts the mouse while slow tempo depicts the cat (1). In 1921, he wrote the Piano Sonata for Goldmark (6) Copland did not like the conservative musical world of United States (1). After he completed the Piano Sonata, he left United States and continued his studying in American... ...siconline.com/subscriber/article/opr/t237/e2406>. Web. 3. Copland, Aaron, and Vivian, Perlis. Copland: 1900 through 1942. New York: St. Martin's Press, 1987. Print. 4. Copland, Aaron, and Vivian, Perlis. Copland: Since 1943. New York: St. Martin's Press, 1999. Print. 5. Griffiths, Paul. "Copland, Aaron." The Oxford Companion to Music. Ed. Alison Latham. Oxford Music Online. 16 Jan. 2011 . Web. 6. Howard Pollack. "Copland, Aaron." Grove Music Online. Oxford Music Online. 16 Jan. 2011 . Web. 7. Pollack, Howard. Aaron Copland: The Life and Work of an Uncommon Man. New York: Henry Holt and Company, 1999. Print. 8. Kamien, Roger. Music: An Appreciation. New York: McGraw-Hill Humanities/Social Sciences/Languages, 2010. Print.

High School and School Football Team Essay

Why someone wants to drop outof high school. Either or their family don’t have money so they have to work. There are many different reasons why students drop out of high school. As long as I know and from my experience those three are most import reasons why students drop out of high school. Dropping out of high school, sounds cool isn’t it? No but I had few friends who were in my of college? As from my experience with few of my friends who drop out of high school are those who has skills in sport or they think they don’t need to study in order to get to their goals. Most likely they are inspired from a star that has not even completed high school and he or she is big star now in a sport or even music. I am not saying that every student drop out of high school because of this reason. Few students drop out because they have bad grades from a star who is not even a high school graduate and today he is a star. Second one child doesn’t have any interest in education but that child is forced to attend high school. And last but not least some students who want to study but in some consequences they don’t have any other choice then drop out high school football team and two of my friends thought dropping out of high school is cool and fun they thought they are best football player so they will find something to do after dropping out of high school. Now days they don’t have job neither of them is in any football team either. Few days ago one of them tried to commit suicide. That’s the result of or they are  Page – 2  treated bad ways by a teacher or an administrator. Some student who don’t study or they don’t have any interest in education but they are forced by  their parents to go to high school they are the second one who will most likely drop out of high school. Therefore they will end up with out job, no money or may be no place to live in.

Pros and Cons of being Malleable

Clay might be more related to the word malleable instead of metal. The word malleability is defined mostly as the property of metal to be shaped into the craftsman’s design.The same word can be attributed to humans but has different meanings. Malleable (in human terms) can either mean being able to adapt to changes or the trait of being influenced easily. This paper discusses about the implications of being malleable as it relates to personality.Pros of being MalleableCharles Darwin should change his theory on evolution. Survival is not about who the strongest specie is, rather, survival is about who can adapt easily to changes in the environment. The positive side of being malleable means that a person can get through with any obstacle that he or she faces.A malleable person can simply ‘contort’ his or her personality to suit the changes that happen in his or her life. Whatever these obstacles are, being malleable allows us to come up with different strategies on how we can cope with the changes. A malleable personality means that we are capable of dealing with difficult people or circumstances.We may need to adjust to avoid conflict with other people. It does not necessarily mean that we have to change, remember, the definition of malleability is not to change entirely but to bend. Sometimes, people with culture alien from us become part of our lives, in work, school, or even in the family, anywhere in the society that has some sort of connection with us.As a sign of respect, we may have to restrain ourselves from speaking out loud about certain practices that we might find weird or even wrong. This does not mean that we are changing for them. It just means that we are willing to tolerate (at a certain extent) unfamiliar customs. Being malleable would come in handy on travels abroad.Another instance when being malleable might come in handy is during tough times, it may be financially or emotionally. During times of ‘financial drought ’ learning how to adjust is vital. Cutting unnecessary expenses is one way of adjusting.Old habits that use money need to be cut. In an emotional sense, adjusting to a new environment is also vital. An outsider has to learn the norms of the new environment if he or she is to move to that new environment. The outsider may have to overcome language barriers, and other aspects of culture.Cons of MalleabilityVirtually everything has cons, in this case, a negative definition. One definition of malleability is the trait of being controlled or influenced easily. This definition of malleability means that we let others control our decisions, and therefore our lives.Some people are too malleable that they hardly make decisions on their own. They allow themselves to be the puppet of others, doing whatever the strings of the puppeteer tells them too. This negative definition of malleability makes a person loose his or her identity because what defines us are the decisions we make in our livesConclusionLike most things, being malleable has its pros and cons. Being malleable can either mean we can adjust easily to life’s challenges or we let others decide for us. Adaptability is key in survival, those who can adapt the easiest survive. While being malleable means we can adjust to changes, it could also mean that we can easily be manipulated.Referenceâ€Å"malleable.† Online Etymology Dictionary. Douglas Harper, Historian. 10 Nov. 2008..

The Relationship Between Job Satisfaction and Employee Turnover Rate

The Relationship Between Job Satisfaction and Employee Turnover Rate Introduction Adelphoi Village is a private, non- profit company that provide community based services to children and adolescents in the Pennsylvania, Delaware, Maryland and West Virginia area. Adelphoi Village provides programs and services that strive to guide each youth on a path that will provide meaning, purpose and value in his/her life. Founded in 1971, Adelphoi Village has expanded to serve over 800 youth in 60 different counties.Adelphoi Village conduct several different services which includes, group homes, foster/adoptive services, charter school, multisystemic therapy, education services, diagnostic, in-home services, specialized independent living, secure care, mental health programs and other services that overlap to form a complete continuum of care for children, youth, and families. One of the departments under Adelphoi Village’s umbrella is its Multisystemic Therapy (MST) program.The MST prog ram provides intensive in- home family therapy to youth who are involved with Department of Juvenile Justice or Child Protective Services. The MST therapist strive to empower the parents with the skills and resources needed to become independent in addressing the difficulties that arise in raising adolescents, and to assist the youth in developing life-long coping skills. In the MST program families receive in home therapy 2 to 3 times a week for two hours each session. The therapist carries a caseload of 4 to 6 families and is on call for the families 24/7.I have been working for Adelphoi Village’s MST York program as a MST therapist since July 2012. The Adelphoi Village MST York team consists of one supervisor and four therapists. The MST York team covers the entire York County, PA area. In order for the company to be at the maximum number for productivity the MST program needs to be fully staffed. Adelphoi Villages MST York program therapist does not only perform the deman ding duties of MST, but also performs several other demanding duties making the job very intensive and unbearable.Due to the intensiveness of the job this program has had and continues to have a very high turnover rate which could be due to the employees being over worked and underpaid. Employees are dissatisfied with their job which causes them to leave and search for other employment. Before I started with this company the MST York team was down one therapist for about a year. Before then the team was down two therapists for about two and a half years. Currently we are looking to hire two new therapists to start working with the team.There have been 10 interviews set up; however, only 3 people have decided to interview with the company. Others have stated that they changed their mind about working for the company because the job is too demanding and lacks the pay that they are looking to obtain. Problem Statement Adelphoi Village’s MST program experiences a high turnover ra te each year. For the MST York team it is very hard to keep the team at full capacity due to the dissatisfaction of their employees. Employees’ needs are not being met and they are being overworked with lack of appreciation, low pay, and low incentives.This paper will examine the relationship between job satisfaction and employee turnover. This paper will identify the causes of employee turnover and how it relates to job satisfaction. This paper will also identify examples on how the company could increase job satisfaction for their employees, thus decreasing employee turnover. Literature Review Wang, Wang, and Yang (2012) conducted a research study comparing public and private employees’ job satisfaction and turnover in Taiwan.The population consisted of 500 employees in the public sector and 500 employees in the private sector. Questionnaires were used to collect data from employees of various private enterprises and public organizations. The results showed that the job satisfaction and turnover intentions of public employees are different from those of private employees (Wang, Wang, and Yang 2012). Researchers found that public employees in Taiwan have lower extrinsic job satisfaction and lower turnover intentions compared to their counterparts in the private sector.Wang, Wang, and Yang (2012) reported that job satisfaction is found to be negatively associated with turnover intentions. When employees are dissatisfied, they think more of quitting their jobs. Dissatisfaction may stimulate from lack of pay, lack of job security, lack of incentives, and lack of appreciation. If those who are dissatisfied continue to stay on in their jobs, their low work motivation will decrease the overall performance of the organization (Wang, Wang, and Yang 2012).Lanham, Rye, Rimsky, and Weill (2012) conducted a study on how gratitude relates to burnout and job satisfaction in mental health professionals. Sixty-five mental health professionals including; counsel ors, case managers, clinical administrators/supervisors, employment/housing specialists, social workers, and psychologists completed questionnaires assessing demographics, job context variables, hope, gratitude, burnout, and job satisfaction. Lanham, Rye, Rimsky and Weill (2012) stated that mental health professionals are at high risk of burnout and turnover.Burnout which results from persistent work stress, involves emotional exhaustion (mental strain attributed to job Stressors), depersonalization (mentally distancing oneself and adopting a more impersonal view of other people), and decreased sense of personal accomplishment. Burnout can adversely affect both personal health and organizational functioning (Lanham, Rye, Rimsky and Weill 2012). Another positive psychology construct that may affect burnout is gratitude, which involves being aware of and appreciating good things that happen and taking the time to express thanks (Lanham, Rye, Rimsky and Weill 2012).There are several re asons why gratitude might relate to less burnout and higher job satisfaction among mental health professionals. Gratitude motivates pro-social behavior and corporate social responsibility. Lanham, Rye, Rimsky and Weill (2012) stated that since so many factors contribute to burnout and workplace satisfaction, agency administrators need to examine the extent to which agency policies contribute to employee burnout and job dissatisfaction. Huning and Thomson (2011) conducted a study on an empirical examination of the impact of performance attributions and job satisfaction on turnover intentions.Participants consisted of 363 graduate and undergraduate students. Participants completed a survey related to attributes, job satisfaction, and turnover intentions. Results show that job satisfaction mediates between causality attributions, stability attributions, and turnover intentions. Job satisfaction has been defined as a pleasurable emotional state the results from the appraisal of one's jo b (Locke 1976). Job satisfaction describes an affective reaction to one's job as well as attitudes toward the job.This in turn suggests that job satisfaction is formed from affect, cognition, and ultimately will result in satisfaction contingent job-related behaviors (Huning and Thomson 2011). Huning and Thomas (2011) found that job satisfaction is the central variable in among the central theoretical and empirical contributions in employee turnover. Lambert, Hogan and Barton (2001) conducted a study on the impact of job satisfaction on turnover intent: a test of a structural measurement model using a national sample of workers.Based upon the literature, a structural measurement model incorporating four core antecedents of turnover (i. e. , demographic characteristics, work environment, job satisfaction, and turnover intent) was developed and tested using a national sample of American workers. The results indicate that the work environment is more important in shaping worker job sat isfaction than are demographic characteristics, and that job satisfaction is a highly salient antecedent of turnover intent. Finally, job satisfaction is a key mediating variable between the work environment and turnover intent (Lambert, Hogan and Barton 2001).Camp (1993) conducted a study on Assessing the Effects of Organizational Commitment and Job Satisfaction on Turnover: An Event History Approach. Camp examined two types of subjective measurement of the work environment, job satisfaction and organizational commitment, which are often thought to be related to turnover. Camp (1993) found that organizational comm itment, as measured by both commitment to the overall organization and the more specific institution, is inversely related to turnover among correctional workers at the Federal Bureau of Prisons.Analysis Job satisfaction and turnover have a strong correlational relationship. Turnover is the ratio of employees leaving jobs with a company as a percentage of total employees in the organization. Job satisfaction is commonly linked to turnover ratios. Employees who are generally satisfied at work tend to stay, while dissatisfied employees often look for other work. Many factors affect the level of satisfaction among employees. Pay is noted as a key factor to job satisfaction (Kokemuller 2010).Other factors that affect job satisfaction include; job security, appreciation, work conditions, co- workers and supervisor support, and gratitude. It is noted that as job satisfaction increases, absenteeism tends to go down, and as job satisfaction decreases, absenteeism often goes up (Schermerhorn 5). Taking care of job satisfaction today can be considered an investment in tomorrow’s performance potential (Schermerhorn 12). Solutions There are many ways that employees as well as the administrative staff can increase job satisfaction to avoid turnover.One of the most tangible things that employees can do to increase job satisfaction is to get organized. Mana ging your workload efficiently can help increase job satisfaction. When you become organized it can create a since of relief in your everyday work load. Another way employees can increase personal job satisfaction is to develop an optimistic point of view and change negative self talk patterns. This will assist employees with viewing things in a more positive light. Employees can also reward and recognize self for doing a wonderful job.Many jobs fail to recognize employees for doing a great job; employees can treat themselves to a movie or to a spa, to recognize the fact that they are making a wonderful impact on their company. Administrative staff can also begin to incorporate rewards and recognition into daily practices. When employees feel recognized and appreciated by the administrative staff if creates a since of belonging and willingness for employees to do their best in carrying out their jobs. Companies could also offer employees flexible work schedules and better pay.Easing an employer's work schedule can reduce job loss and keep training costs down. Offering employees better pay could also reduce job loss. Companies could also begin to encourage open communication between management and staff. For example, management could install a comment box in the lobby of the office for employees to drop in written feedback so that an understanding of why employees feel dissatisfied could be communicated between management and staff. Reflection In completing this paper I have learned how job dissatisfaction relates to turnover rate and burnout in employees.I have learned and understood the factors that lead to job dissatisfaction and how to create personal job satisfaction. I recently decided to leave Adelphoi Village and obtain employment with another company. Although I am doing similar work, I have decided to work with a different company that offered my better pay and more stability. I understand that in my line of work as a therapist that there is a high jo b burnout and turnover rate in this field. I have to use what I have learned in completing this paper and in class to create personal job satisfaction.Positive self talk, self recognition, and self reward are some of the ways I can continue to create personal job satisfaction which in turn will lower my burnout and turnover rate. Reference: Camp, S. (1993) Assessing the Effects of Organizational Commitment and Job Satisfaction on Turnover: An Event History Approach. The Prison Journal, 74(3), 279-305. Huning, T. , Thomson, N. (2011) An Empirical Examination of the Impact of Performance Attributions and Job Satisfaction on Turnover Intentions.Journal of Organizational Culture, Communications and Conflict, 15(1) Kokemuller, N. (2010) Job Satisfaction and Turnover. Retrieved on October 14, 2012 from http://www. ehow. com/info_7746396_job-satisfaction-turnover. html Lambert, E. , Hogan, N. , Barton, S. (2001) The Impact of Job Satisfaction on Turnover Intent: A Test of a Structural Meas urement Model Using a National Sample of Workers. The Social Science Journal. Lanham, M. , Rye, M. , Rimsky, L. , Weill, S. (2012) How Gratitude Relates to Burnout and Job Satisfaction in Mental Health Professionals.Journal of Mental Health Counseling, 34(4), 341-354 Locke, 1976 cited in Brief, A. P. , ;amp; Weiss, H. M. (2001). Organizational behavior: affect in the workplace. Annual Review of Psychology, 53, 279-307, p. 282 Schermerhorn, John R.. Organizational Behavior, 12th Edition. John Wiley ;amp; Sons, 11/2011. ;lt;vbk:9781118426319#outline(1. 5. 3. 2);gt;. Wang, Y. , Wang, K. , Yang, C. (2012). Comparing Public and Private Employees’ Job Satisfaction and Turnover. Journal of Public Personnel Management, 41(3), 557-573.