Autonomic Nervous System and Obj - 8649 Words

Chapter 9 Motivation and Emotion MULTIPLE CHOICE 1. Motives activate behavior and propel the organism a.|to flee.|c.|toward goals.| b.|to respond.|d.|to drives.| ANS: C DIF: 2 REF: 9-188 OBJ: 1 MSC: TYPE: Factual 2. The study of motivation is an attempt to understand __________ a behavior occurs. a.|why|c.|when| b.|how|d.|all of these| ANS: A DIF: 1 REF: 9-188 OBJ: 1 MSC: TYPE: Factual NOT: BTC 3. Psychologists define hypothetical states that activate behavior and propel one towards goals as a.|needs.|c.|drives.| b.|motives.|d.|incentives.| ANS: B DIF: 1 REF: 9-188 OBJ: 1 MSC: TYPE: Factual 4. Motives are described as hypothetical states because a.|they cannot be seen or measured directly.| b.|they cannot be measured.|†¦show more content†¦a.|drive|c.|compulsion| b.|impulse|d.|incentive| ANS: D DIF: 1 REF: 9-188 OBJ: 1 MSC: TYPE: Factual 21. Lower car insurance rates serve as a(n) __________ for good driving. a.|incentive|c.|stimulus| b.|drive|d.|motive| ANS: A DIF: 2 REF: 9-188 OBJ: 1 MSC: TYPE: Applied 22. Instinctual behavior is indicative of a.|unlearned responses.|c.|species-specific responses.| b.|genetically transmitted behaviors.|d.|all of these| ANS: D DIF: 2 REF: 9-188 OBJ: 2 MSC: TYPE: Conceptual 23. The evolutionary perspective describes behaviors that a.|come naturally to a species.|c.|are nurtured.| b.|must be learned.|d.|require environmental experience.| ANS: A DIF: 1 REF: 9-188 OBJ: 2 MSC: TYPE: Factual 24. The observation that birds reared in isolation from other birds have the capacity to build nests without observation or learning experience provides evidence for the a.|nurture theory.|c.|needs theory.| b.|evolutionary perspective.|d.|learning theory.| ANS: B DIF: 2 REF: 9-188 OBJ: 2 MSC: TYPE: Conceptual 25. William McDougall (1908) compiled a list of 12 human _________ that included hunger, sex, and self-assertion. a.|impulses|c.|incentives| b.|releasers|d.|instincts| ANS: D DIF: 2 REF: 9-188 OBJ: 2 MSC: TYPE: Factual 26. Research regarding human instincts agrees with all of the following EXCEPT: a.|Human behavior is biologically influenced but not controlled.| b.|There are 12 basic human instincts.| c.|The question regarding humanShow MoreRelatedChapter 2 Biology and Psychology Essay9060 Words   |  37 Pagespossible without the functioning of the nervous system? a. ideals, thoughts, and plans c. behaviors, emotions, and cognitions b. imagery and cognitions d. all of these ANS: D DIF: 2 REF: 2-26 OBJ: 1 MSC: TYPE: Conceptual 2. A(n) _________ is a nerve cell. a. axon c. dendrite b. neuron d. glial cell ANS: B DIF: 1 REF: 2-26 OBJ: 1 MSC: TYPE: Factual NOT: BTC 3. ________ remove dead neurons and waste products from the nervous system, nourish and insulate neurons, and

A Brief History And Analysis Of Portrayal Of Women Essay

McNamara 6 Alyssa McNamara Dr. Michael I. Niman SPC 333 5 December 2016 A Brief History and Analysis of the Portrayal of Women in Magazines Throughout history women have been depicted and treated as an inferior to the male all aspects of life. It is without debate, that to this day, like many other countries, the United States of America is a patriarchal society, valuing men over women and using various tactics to oppress women by constructing gender roles. These gender roles are thrust upon people before birth and are reinforced through society within the media. This object here is to provide an overview of the portrayal of women in magazines from the late 1800’s to present day. As the years progress, so do the number of women’s rights. While women are still fighting for equality, the birth of feminism has done much to close the gender gap. Mass media, magazines in particular, facilitated in fostering a stereotype which became the standard, and continues to be, used by society. A society that continues to oppress and sup press its women. However, as the mass media has the capability to demystify, or to bring down and/or destroy a particular group or person, they also have the ability of mystification, or emulating a person or group into society’s graces. I plan to review how women were portrayed since this country’s inception with an analysis of how gender equality might be possible today. HISTORY In the 1900’s, the United States of America was a young and stillShow MoreRelatedThe Goddess And The Nation : Mapping Mother India1544 Words   |  7 PagesIn her book â€Å"The Goddess and the Nation: Mapping Mother India†, Sumathi Ramaswamy takes a glance into the time when Mother India / Bharat Mata emerged on the land of India, and talks about her significance, portrayal and mapping. The main purpose of this work by Sumathi Ramaswamy is to understand how Mother India / Bharat Mata came into being, what was her importance among the people, how she was related geographically to the map of India, her mapping throughout India and her depiction as a symbolRead MoreSexism : Women Are Weak, Less Intelligent, And Less Important Than Men1399 Words   |  6 Pagesbelief that women are weaker, less intelligent, and less important than men† (Longman, 1995).Sexism is defined â€Å"as a negative attitude or discriminatory behavior based on the presumed inferiority or d ifference of women as a group† (Cameron, 2001).Cornell (as cited in Trujillo, 1991, p. 290) defines hegemonic masculinity as â€Å"the culturally idealized form of masculine character† which underlines â€Å"the connecting of masculinity to toughness and competitiveness† and â€Å"the subordination of women.† CornellRead MoreWomen s Rights For Women1094 Words   |  5 Pagesbeing anonymous and it is also how women were recognized or not seen before feminism. Although, some anonymity may be relaxing the thought of totally anonymity is undesirable by any human being. The first brush of feminism started in 1848, in Seneca Falls, New York after a two day conference on woman’s rights. 68 women and 32 men sign a Declaration of Sentiment. The declaration declared â€Å"equal treatment of women and men under the law and voting rights for women.† One hundred and twenty-six yearsRead MoreThanksgiving Is A Holiday Of Many Interpretations Essay1595 Wo rds   |  7 Pagesholiday which came to be in Plymouth, Massachusetts during the year of 1621. In its prime, Thanksgiving has been described as â€Å"a three-day festival of eating, hunting, and other entertainment in honor of the pilgrims’ first successful harvest,† (History). What history textbooks around the world do not tell you is that these are only miniscule details regarding what the holiday actually commemorates. 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The strange feeling the house provokes prods the women to think more deeply into t he events leading to John Wrights death. This curiosity allows the women to uncover a motive. The reader knows form the authors descriptions and Mrs. Hales testimony that Mrs. Wright leads an unhappy life. She had been neglected and oppressed by her stern husbandRead MoreAccusation And Defense Of The Salem Witchcraft Trials1658 Words   |  7 Pagestrials Suraj Gamal History 1301-73001-73002 JOE L. MCCAMBRIDGE - HISTORY 1301-1302 One of the most infamous Trial in history took place on March 1, 1692. According, to the Library of Congress, Massachusetts authorities catechized Sarah Good, Sarah Osborne, and an Indian Slave, Tituba regarding their practice in witchcraft. The trial resulted in more than 150 men and women in and around Salem jailed on charges of practicing Witchcraft and Sorceries. 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NCOs in the American Army Free Essays

Our work aims to research the role of NCOs in the American army in 1775-1865. NCO   means non-commissioned officer in United States Army, it’s the same as sergeant (Allen 118). Within the context of the Army rank system, however, there were often mitigating circumstances and a maze of variables that altered the hierarchy and the privileges associated with rank. We will write a custom essay sample on NCOs in the American Army or any similar topic only for you Order Now Although the rank structure was essentially rigid, occasionally a â€Å"billet† or specific job could be of greater importance for the actual display of power. For example, a commander of any rank was shown more respect and admiration than a staff officer of the same rank. Commanders were often given special privileges because of their positions rather than their rank. Additionally, officers of lower rank and some enlisted soldiers sometimes had responsibilities that provided them with more respect, or at least more power. For example, an enlisted soldier who was post quartermaster wielded unusual power due to his ability to determine who received coveted government supplies and equipment. However, regardless of the billet or display of power, the enlisted soldier who temporarily held the reins of power within a certain area never ascended to the higher social class of the officers. Social standing–or class association–was never altered by mere power or position. The enlisted soldier who was the quartermaster was still regarded as a member of the enlisted ranks and thus part of the lower class. On the Western frontier the Army’s rank system remained unremittingly intact because it was the only structure there was. The post commander was the supreme authority in all matters, and every form of official military etiquette was respected and enforced. This disparity between officers and NCOs disappeared only very slowly as one moved up the rank structure, and it was a very foolish battalion commander who angers his own or a higher commander’s sergeant major. At battalion level the sergeant major served a useful unifying function, assisted the commander in dealing with troops and serving as a trainer for the unit’s first sergeants. Above battalion, command sergeants major interfered with subordinate units, contradict local command guidance, and provided a disruptive back-channel for political maneuvering by NCOs dissatisfied with their commanders or their positions in life.So officer could place himself under the tutelage of his senior NCOs and act, in effect, as his platoon sergeant’s subordinate and as the unit’s mascot. The main task of NCOs was train   soldiers. Ideally, all cadets should be prior-service enlisted personnel, and those who are not should go through a regular-style basic training course, with regular drill sergeants, among normal trainees. At least in the past, trainees have often been terrified of the Army, particularly in the early weeks. They are also physically tired during basic training and only want to relax or perhaps explore their new environment during their off-duty time. Recruits do not know each other well enough at this period to develop the relations of trust and affection that are necessary for organizing a resistance movement. The Army appears to watch the trainees most closely during basic training, and it seems to give noncommissioned officers ( NCOs) and officers more license to use their power and authority than at nearly any other time during a soldier’s experience in the Army. The NCOs keep a close watch for possible chargeable offenses, and there are many extra, stiffer inspections and vague threats of violence. In marches, the resisting soldier is continually called for being out of step, even if he is marching perfectly. Physical exercise is also used as a punishment. Officer couldn’t holler at nobody.   And if he didn’t get the job done, the man who didn’t do the job, they didn’t say nothing to the private over there. They ask the NCO why the job didn’t get done. Many times there is a conflict between loyal service to one’s immediate commander and improving one’s image with his boss. The senior rater is rarely directly aware of a junior officer’s work. This leads to another baneful effect, perhaps as crippling as any already discussed. Although the senior rater may have his own opinion of the junior officer, and will take the immediate rater’s assessment into account, there is another source of input. That is the information fed to him by other members of the unit, including the rated officer’s subordinates or, if he is a staff officer, people who are subject to his inspection. Many â€Å"subordinates,† such as senior NCOs, actually have far more prestige and credibility than the rated captain or lieutenant. Many times the senior rating amounts to nothing less than a peer or subordinate rating. A lieutenant or a company commander who has a bright idea is seen as trying to override his NCOs or to step on what they conceive to be their territory. While the rated officer’s immediate boss may appreciate his innovations or unusual accomplishments, the senior rater will hear a lot more from the many wounded parties involved. The senior rating becomes a means of social control. Battles are not won by leaders who have adjusted to this kind of groupthink. This is probably why 49 percent of army officers felt that â€Å"the bold, creative officer could not survive† in the army. In the American army NCOs   allowed to take some responsibility in organizing the men, such as during recreation. This technique has the advantages of giving subordinates the experience in leadership they will need should the officer be missing and creates for them a more extensive sense of commitment to the unit. NCOs who take an interest in their squads have had an enormous effect in boosting morale and in creating a link to the officer.   NCOs are always to be backed up and never criticized in front of the men. Officers are less subject to the normative pull of enlisted men and hence do not suffer the conflicts between enlisted men’s expectations and military expectations to the extent that NCOs do. Good relations with NCOs is a mark of a professionalized officer. When American soldiers went in combat action, they listen to their NCOs. Sergeants   are the ones who know what’s going on and they could give officers a lot of help. In combat the officer in charge of the company, the company commander, is a commissioned officer who is likely to have little close contact with the men. He is concerned with logistics, but he is not primarily concerned with assessing morale. That information he gets from his senior NCOs, who are in close contact with the soldiers and are enlisted men themselves. Thus an NCO must have a great deal of experience in combat, whereas the officer need not have so much field experience. This is why the Army can function with a man in a higher command position. The Army places great importance on these morale indicators. They are easily observed and thought to be valid measures of leadership abilities and are therefore important in the evaluation of officers and NCOs for promotion. Many officers and NCOs respond to their accountability by trying to boost the indicators while paying little attention to the proper leadership techniques. Morale is the cornerstone of professional paternalist control, and paternalists have ways to assess morale; the NCO’s function and the use of indicators come to mind.  American officers consistently proposed less severe corrective action than NCOs.  NCOs became more severe as they grew older and as their length of service increased. Interestingly, officers gave their highest effectiveness ratings to those NCOs who were most punitive and least like themselves. Inspector General’s report, Sergeant Major Robert D. Easterling was scathing about Guard noncommissioned officers in the three roundout brigades called up, including the 48th:  As a whole, the NCO corps within the National Guard Roundout brigades fail to meet the traditional standards expected of NCOs†¦. Most of the NCOs do not demonstrate an understanding or use of leadership principles. Although the NCO may know his strengths and weaknesses, countless interviews with NCOs reveal no real desire to seek self-improvement. The NCOs see no incentive to put forth additional effort for self-improvement†¦. Most immediate supervisors do not understand the need to care for their subordinates’ physical and safety needs, as well as the need to discipline and reward them fairly†¦. There is little evidence NCOs in the brigades strive to develop a sense of responsibility in their subordinates (Appendix D 64). Those not in units will perform meaningful staff work and a decision will be made regarding a â€Å"command track† for those who are gifted with soldier leadership skills. When a combat arms officer or NCO scrambles to get back in a unit, then we will know that the culture is correct. Officers and NCOs who have relied for years on coercive techniques may experience a great deal of stress as the Army limits their techniques. They feel discipline is eroding and that new soldiers will be ineffective and vulnerable to great losses in combat. Works Cited Page Allen,   Edward Frank. Allen’s Dictionary of Abbreviations and Symbols. New York: Coward-McCann, 1946. Mackesy, Piers. The War for America: 1775-1783. Lincoln, NE: University of Nebraska Press, 1992. â€Å"Special Assessment Dept. of the Army,† Appendix D,1965. Volo, Dorothy Denneen. Daily Life during the American Revolution. Westport: Greenwood Press, 2003. Werner , Herman O. Men in Arms: A History of Warfare and Its Interrelationships with Western Society. New York: Frederick A. Praeger, 1956. How to cite NCOs in the American Army, Essay examples

Comparison Nevada and Us Constitution free essay sample

Yet when the workings of the legislative, executive, and judicial systems are investigated, it is clear that Nevada’s state constitution deviates dramatically from the U. S. Constitution. While both share these three separate designations of political power, and while there is the unstated intention that these branches are intended to keep the other within check, there are differences which suggest a greater degree of democratic control over each area therein. A topical example is in the judicial system; currently, the Bush Administration is seeking to replace one of the members of the Supreme Court. Under the U. S. Constitution, this appointment is a lifelong position that will only be nullified if the judge resigns their post or dies in office. This creates serious contests within the partisan political environment found among federal representatives, for any candidate appointed to this post helps define the direction of the Supreme Court for the rest of their life. We will write a custom essay sample on Comparison Nevada and Us Constitution or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Thus, it is frequently believed that a president who appoints a judge to the Supreme Court is creating a legacy, helping to shape the direction of the laws for the country for a time long after their presidency has expired. This makes the selection of a judge a hotly contested process. In Nevada, in contrast, the State Supreme Court uses a â€Å"staggered† system in order to appoint their judges. The judges are selected not by presidential appointment but by â€Å"qualified electors of the State at the general election,† and are only allowed to hold their office for a limited period of years. Furthermore, the Chief Justice is only allowed to maintain their post for six years, thus reducing the opportunity to shape the direction of the state’s laws throughout the remainder of their lives. Additional points of contrast strongly suggest that the executive and legislative branches likewise show that there is a difference between the U. S. Constitution and the Nevada State Constitution. For example, in the executive branch, the sitting president has the ability to appoint individuals to head various divisions and political positions. Many of these positions comprise his â€Å"cabinet,† and there is a tendency for this cabinet to make decisions according to the will of the Administration. Indeed, an argument could be made that appointing cabinet heads helps ensure a body of political leaders who are predisposed to favor the president in his decision-making processes as opposed to questioning them, and those who differ from the president’s perspectives are more likely to be excluded from the political cabinet: this was readily apparent in the decision of Colin Power to step down as Secretary of State after his opinions concerning the direction of the Bush Administration were dismissed. In Nevada, the Governor does have the ability to â€Å"fill vacancies† in high political positions, but this is only a stopgap solution to help keep the position occupied until there is another means of replacing the official. Often, this is found in the form of an election or â€Å"granting a commission,† and the candidate needs to be assessed according to his or her qualifications. However, aside from this contingency, elections are used to fill such positions. References Constitution of the State of Nevada, The. (2005) Author. Acquired 3 October 2005 at http://www. leg. state. nv. us/Const/NvConst. html White House, The. (2005) â€Å"The United States Constitution. † Acquired 3 October 2005 at http://www. house. gov/Constitution/Constitution. html

Drivers of employee engagement

The concept of Engagement Engagement maybe understood as the extent to which one is positively attached to one’s undertaking. It has a positive effect on one’s productivity or the rate at which one is willing to take on new tasks. It is often denoted by the level of intellectual and emotional involvement of that person in the undertaking (Schmidt et al., 2002).Advertising We will write a custom research paper sample on Drivers of employee engagement specifically for you for only $16.05 $11/page Learn More For instance, a student who is highly engaged in his education will not feel bored by class attendance and other routine activities that he or she must perform as part of his or her course. People who are engaged tend to be absorbed in their ventures and are also very alert (Snyder Lopez, 2002). They are also less likely to abandon their activities than those who are not engaged. Engagement in Business In business, engagement is the proce ss by which stakeholders, such as employees and customers, are committed to, satisfied with, and involved with an organisation. This may be witnessed through a high level of customer engagement or employee engagement. Engagement in business ensures that companies can retain customers or employees, and this leads to desirable business results. Some of them include better customer service, better productivity, better departmental performance, great financial performance, and even better organisational-level performance (Weiss Brief, 2002). Engagement in business is not a holistic construct; it may be understood as a collection of a series of qualities that are cognitive, behavioural or emotional. Most indications of employee engagement are behavioural in nature. Therefore, measures of the same concept should be behavioural. The Research Objectives The overall research objective is to determine the drivers of employee engagement in an organisation. This objective is split into smaller objectives that are as follows: To investigate whether quality of work is a driver for employee engagement To investigate whether tangible rewards affect employee engagement To examine the relationship between growth opportunities in the future and employee engagement To investigate whether an enabling environment is a driver for employee engagement To investigate whether inspiration values are a driver for employee engagement To investigate whether work life balance is a driver for employee engagement The Research Focus This research will specifically focus on identifying the drivers of employee engagement. In other words, it will not focus on other types of business engagements such as customer engagement. This is necessary because employee engagement has a profound effect on other stakeholders such as customer themselves (Macey et al., 2009).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Additionally, the research will not get into the effects of employee engagement, even though these play an important role in determining the outcomes of the organisation. Furthermore, the research will not attempt to find a definition of employee engagement as this has already been done. This research will not attempt to analyse the extent of employee engagement in the country, region or business environment. Doing so would require massive resources, and would also expose the research to many errors in sampling and methodology. It is better to work with a select number of employees from the same institution in order to minimise biases that arise out of organisational environments. As stated earlier, employee engagement has many facets; all these elements will be analysed in the research under various headlines. The research will focus on the extrinsic as well as the intrinsic factors that cause employees to be engaged in their firms. Extrinsic factors relate to reward s, enumeration and other material benefits. Intrinsic factors are all those factors that dwell on internal issues such as work growth, being part of an organisational process. Literature Review Definition of Engagement Employee Engagement is a positive behavioural, emotional and cognitive state that workers direct towards organisational outcomes. Prior to the 1990s, most employees looked for a stable work environment (Becker et al., 2004). They were satisfied with reasonable pay and job security. However, after this period, most companies began reengineering themselves. Furthermore, employee mindsets began to change. Lifelong commitment to one employer was no longer the norm. Instead, workers started looking for personal fulfilment in their workplaces. Now, most employees feel that it is their right to work in a rewarding business environment. If they cannot find this in one institution, many of them are willing to look for it somewhere else (MatzCosta Pitt Catsouphes, 2008).). One of the reasons why employees leave their workplaces is the absence of engagement in their present environments. Companies, therefore, have an important incentive to keep engagement up as this causes them to maintain some of their most talented individuals.Advertising We will write a custom research paper sample on Drivers of employee engagement specifically for you for only $16.05 $11/page Learn More On top of that, companies stand to benefit from greater value, which stems from greater productivity. This leads to customer satisfaction and eventually customer loyalty. The ultimate result of customer loyalty is greater opportunities for growth and profitability. Engagement should be understood as something that goes beyond motivation but is also an advancement of the motivation concept (Borman, 2004). It causes staff members to commit to the values within an organisation and to help others in their daily endeavours. Employees now look for opportunities to air out their views to their administrators. Additionally, a number of them want to know about the goings on in their institution. This is the reason why engagement is vital to the company. Additionally, employees need to believe that their supervisors are just as committed to the firm as they are (Hui et al., 2000). This means that there ought to be a two-way connection between the employer and his staff. No one factor is responsible for the ultimate feeling of engagement within one’s institution, but it is the combination of these factors that matters. Measuring Engagement In order to measure engagement, firms must utilise a series of platforms in order to get to all the relevant issues. Normally, one can use employee opinions from surveys in order to measure engagement. Additionally, a company can combine the surveys with personal interviews with managers as well as employees. They may also use focus groups in their institutions in order to assess this phenomenon. Alter natively formal meetings between stakeholders can allow firms to measure engagement. Performance measures may also do the trick; however, they must relate to the progress that the entity is making towards engagement. Engagement Challenges: impact of engagement on performance Engagement presents a series of problems to the institutions that use them. First, financial challenges tend to knock – off employee engagement from the priority list. Tough economic times often shift company attention towards retrenchments, restructurings, mergers and acquisitions or cost cutting. It is quite difficult to stay committed to engagement when one is simply trying to stay profitable. However, company owners need to realise that the very survival of their institution is at stake if they neglect employee engagement. It is during times of crises that companies need to have their staff in their corner. Employers must resist the temptation to ignore this phenomenon during hard economic and financi al times.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Some corporate structures or values may hamper employee engagement tremendously. Some companies, especially government-affiliated ones, tend to place too much emphasis on bureaucracy. This implies that so many of them think of their superiors as bosses or masters. They also feel that they are nothing more than servants. Such cultures often cause employee values to conflict with those ones that are required in a well engaged atmosphere (Harter et al., 2004). Additionally, interdepartmental or inter-team conflicts can minimise employee engagement greatly. When teams are too independent within an organisation, then chances are that they will all be heading in different directions. Their least concern will be the overall benefit of the organisation and they will eventually hamper the level of connectedness between the stakeholders in the enterprise. For instance, if the operations department receives supplies from the logistics department on time, then they are likely to think of it as a work obligation rather than a service (Bakker et al., 2006b). Governance structures can also be an impediment to existence of employee engagement. If a company lacks mechanisms for establishing accountability and proper governance, then this can make it quite difficult to foster a spirit of engagement in the firm (Ruddy et al., 2006). Members will always feel like they are on their own and that there is no point in doing things in an ethical manner. Employee engagement is also challenging because one must maintain company morale at all times. Employees feel especially vulnerable when change takes place in their institution. This may come in the form of an outsourcing service or a merger. At such times, employees may have doubts about their place in the institution and this could compromise on their commitment towards the organisation (Towwers-Perrin, 2003). How to maintain and improve engagement To maintain and improve engagement, one must illustrate to one’s employees that one cares about them. This means furnishing them with all the resources they require to get a job done (Eisenberger Rhoades, 2002). A number of workers develop a sense of dissatisfaction, frustration and disengagement when they lack the necessary support needed to carry out tasks (Conway Coyle Shapiro, 2005). Additionally, company owners must ensure that they show employees the big picture when carrying out their individual tasks. This will build a sense of commitment to the institution even through tough times. Managers and business owners must cultivate an atmosphere of fairness within their enterprises. All workers need to feel that they have an equal voice and that they are valued in their companies (Maslach et al., 2001). Companies need to synchronise employee strengths with their work roles. Doing challenging work can lead to a great sense of engagement because it ascertains that all the employees are maximising on their talents. It is also makes them feel like they are mak ing an important contribution to the enterprise. In lien with this approach, a company should also provide employees training opportunities. This will allow them to take advantage of advancements in their enterprises. They will also feel that they have a say in the way decisions are made in their institutions. Doing this also increases the likelihood of accepting decisions in the future if they were involved in them. If they can do projects that contribute to their growth, then this will definitely boost their level of engagement (Bakker et al., 2006a) Business owners need to cultivate a sense of trust in their enterprises by treating their employees personally. They can communicate policies and procedural changes individually so as to achieve this effect. Employers, supervisors or managers need to appear as engaged to the company as they expect employees to be (Rama Devi, 2009). Additionally, business owners need to start engagement initiatives among superiors as they have the capa city to spread their enthusiasm to other individuals within the company. Superiors should never be left out in such programs (Greenberg Colquitt, 2005). Summary of key findings Previous research on employee engagement reveals that there is a positive correlation between productivity and engagement. Therefore, it is in the best interest of an organisation to ensure that engagement is a top priority (Durkin, 2007). Additionally, one must realise that employees are intrinsically and extrinsically motivated. One must measure these two types of facets during the process of assessment (Shaffer, 2004). Research shows that financial difficulties, poor governance structures, bureaucratic relationships and low morale all act as challenges to proper employee engagement (Schmidt et al., 2001). Business owners must, therefore, lead by example, offer ample resources for work, give their employees a voice, and offer them advancement opportunities if they wish to improve employee engagement (Murli s Schubert, 2001). Methodology This research will employ a quantitative approach because the research question is something that can be measured (Schindler et al., 2006). The association between employee engagement and its drivers is something can be quantified. Aside from that, several quantitative studies exist, and this justifies the use of such a method. Additionally, this is more of a confirmatory analysis rather than an exploratory one. Quantitative methodologies are always appropriate when confirming hypothesis rather than creating them (Caulkin, 2001). Time constraints also necessitate the use of quantitative research as it does not require too much attention to detail like qualitative research. The research approach The independent variables in this research include quality of work, tangible rewards, growth opportunities, an enabling environment, inspiration values, work-life balance. The dependent variable in all the cases is employee engagement. If a positive correlation is found between the dependent and independent variable, then one can assert that the independent variable is a driver and if the opposite is true then it will be ruled out as a driver for employee engagement. It should be noted that tangible rewards include things such as benefits, pay and recognition awards. Growth opportunities include career advancement as well as learning and development (Csikentmihalyi, 1990). An enabling environment is one in which the proper tools, processes and information are available. Inspiration values denote leadership, recognition and organisational values. Work life balance refers to the income security, social environment and the ability of a company to recognise an employee’s life cycle needs. Quality of work refers to the workload, sense of achievement and work relationships in the enterprise. These traits were suggested by the Murlis Schubert (2001). It will be imperative to identify them first before asking employees to give their views . This will create more structure in the research. The research strategy and the time horizon The first step in the research was to identify the variables involved. These have been mentioned in earlier portions of the paper. Thereafter, the type of data needed was determined, and this included the six independent and one dependent objective. The best data collection was chosen and this was the use of questionnaires. Later on, samples were selected from an existing institution through stratified sampling. Thereafter data was collected and analysed. The time horizon for the research was six months because ample time was needed to collect the samples and to follow the protocol needed to respond to the queries (Leedy, 1997). The participants The participants were members of an anonymous organisation that has one hundred and twelve workers. Since the company had various departments, it was essential to select members from each department in order to minimise biases that may arise out of one’s work area. This is the reason why the research used stratified sampling. All the subjects were selected in a way that would ensure equal representation and equal numbers from the department. 5 members from each of the six departments resulted in a total number of 30 participants. The research instruments Questionnaires were the main research instruments in this survey. The research questions were framed in such a manner that would allow the candidates to select one of the five points in a Likert scale. They has to select one of these choices: ‘Agree’, ‘Disagree’, ‘Strongly disagree’, ‘Strongly agree’ and ’Do not agree or Disagree’ (Anderson et al., 1998). Ethical Considerations Participants should not feel obligated to participate in the research. They should receive informed consent and this should only take place when they are sure about their role in the research. Since the research involves collecting sensitive information, then the respondents’ anonymity needs to be maintained; it would be unethical to jeopardise their jobs for the research (Kraut, 2006). Individual responses will not be singled out in this research. As a researcher, one needs to avoid bias by manipulating results. Additionally, one should select the right methodology in order to avoid biases in the sample. It would also be wrong to use the information found in the research in order to manipulate findings in the future. Conducting the primary research The research was carried out among thirty participants in an anonymous organisation. To protect the jobs of the subjects, this report will not mention their institution or their names. After ensuring that the percentage of workers representing the various departments was alright, one week was selected for carrying out the interviews. Each day involved an analysis of six candidates. Prior to the actual data collection, the key concepts were first described. Participants were told about employee engagement and also about the six variables. Thereafter, they were expected to select the drivers that mattered to them. After obtaining the information, a tabulation was done and then a histogram created to indicate whether the employees thought that the six variables were drivers of employee engagement (Hussey Collis, 2003). Analysis of the data Data analysis was done through the use of histograms. Shown below is a summary of the key findings. Strongly agree Agree Do not agree or Disagree Disagree Strongly disagree quality of work 29% 13% 35% 11% 12% tangible rewards 32% 18% 23% 20% 7% growth opportunities 30% 25% 19% 21% 5% enabling environment 38% 26% 13% 22% 1% inspiration values 16% 37% 9% 23% 15% work-life balance 31% 26% 10% 19% 14% The limitations of the research The research only relied on survey questionnaires as a source of information. No qualitative analysis of employee’s opinion was done in order to dete rmine their perceptions of drivers of employee engagement (Viswesvaran Cooper Hakim, 2005). Furthermore, because the research was based on preset answers in the questionnaire, employees were limited to the choices that the researcher had made during questionnaire design. There could have been other factors that were overlooked in the research process, yet employees were not allowed to give their suggestions. The independent variables in the research were multifaceted. In other words, one variable represented a myriad of other factors that employees might consider as potential drivers. Although all participants knew what the variables represented, a number of them may have been prompted to select one answer over another because of a minor characteristic. For instance, an employee may state that work balance does not affect his or her employee engagement simply because of the fact that he does not value work relationships. Additionally, some employees may not necessarily understand t he concept of employee engagement. All the responses are dependent on their interpretation of the term. However, to minimise this problem, the researcher made a point of explaining to all participants what employee engagement was. Thereafter, they had to pick on the factors that they thought led to that situation. Summary of key findings In the research it was found that the key drivers of change are quality of work, tangible rewards, growth opportunities, enabling environment, inspiration values and work life balance. The histogram was skewed towards agree and strongly agree. It is likely that some employees were uncertain about quality of work because they did not understand the parameter fully. References Anderson, H., Hair, J., Black, W. Tatham, R. (1998). Multivariate data analysis. NJ: Prentice Hall Bakker, A., Schaufeli, W. Gonzalez, V. (2006). Burnout and work engagement: independent factors or opposite poles? Journal of vocational behaviour, 68, 166-173 Bakker, A., Schauf eli, W. Salanova, M. (2006). The measurement of work engagement with a short questionnaire: a cross-national study. Educational and psychological measurement, 66, 701-716 Becker, T., Meyer, J. Vandenberge, C. (2004). Employee commitment and motivation: an integrative and conceptual analysis model. Applied Psychology Journal, 89, 991-1007 Borman, W. (2004). The concept of organisational citizenship. Current directions in psychological science, 13, 238-241 Caulkin, S. (2001). The change agenda. London: CIPD Conway, N. Coyle Shapiro, J. (2005). Exchange relationships: Examining psychological contracts and perceived organisational support. Applied Psychology Journal, 90, 774-781 Csikentmihalyi, M. (1990). Flow: the psychology of optimal experience. NY: Harper and Row Durkin, D. (2007). How loyalty and employee engagement add up to corporate profits. Chief Learning officer, 6(11), 30-34 Eisenberger, R. Rhoades, L. (2002). Perceived organisational support. Applied Psychology, 87, 698- 714 Greenberg, J. Colquitt, J. (2005). Handbook of organisational justice. NJ: Erlbaum Harter, L., Gilson, R., May, D. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Occupational and Organisational Psychology, 77, 11-37 Hui, I., Sun, H., Frick, J. Tam, A. (2000). Employee involvement and quality management. The TQM magazine, 12(5), 350-354 Hussey, R. Collis, J. (2003). Business research. Basingstoke: Palgrave Kraut, A. (2006). Getting action from organisational surveys. San Francisco: Jossey Bass Leedy, P. (1997). Practical research planning and design. NJ: Prentice hall Macey, W., Schneider, B. Barbera, K. (2009). Driving customer satisfaction and financial success through employee engagement. People and strategy, 32(2), 23-27 Maslach, C., Leiter, M. Schaufeli, W. (2001). Job burnout. Annual Psychology Review, 52, 397-422 MatzCosta, C. Pitt Catsouphes, M. (2008). The multigenerational workforce; workforce engagement and flexibility. Community, family and work, 111(2), 215-229 Murlis, H. Schubert, P. (2001). Engage employees and boost performance. Working paper, 1-30 Rama Devi, V. (2009). Employee engagement is a two-way street. Human resource management international digest, 17(2), 3-4 Ruddy, T., Gilson, L. Mathieu, J. (2006). Empowerment and team effectiveness: an empirical test of an integrated model. Applied Psychology Journal, 91, 97-108 Shaffer, J. (2004). Measurable payoff. Communication world, 21(4), 22-27 Schindler, P., Cooper, D. Blumberg, B. (2008). Business research methods. NY: McGrawhill Schmidt, F., Hunter, J. Judiesch, M. (2001). Individual differences in output variability as a function of job complexity. Applied psychology, 75, 28-42 Schmidt, F.. Hayes, T. Harter, J. (2002). Business unit level relationship between employee satisfaction. Employee engagement and business outcomes. Applied Psychology Journal, 87, 269-279 Snyder, C. Lopez, S. (2002). Han dbook of positive psychology. Oxford: OUP Towwers-Perrin, W. (2003). Working Today: understanding what drives employee engagement. Stanford: Author publishers. Viswesvaran, C. Cooper Hakim, A. (2005). The construct of work commitment: testing an integrative framework. Psychological bulletin, 131, 241-259 Weiss, H. Brief, A. (2002). Organisational behaviour: affect in the workplace. Annual Psychology Review, 53, 279-307 This research paper on Drivers of employee engagement was written and submitted by user Zion Mcguire to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Using ONE example to illustrate your points, expla Essays

Using ONE example to illustrate your points, expla Essays Using ONE example to illustrate your points, explain how to evaluate a research study Plan Does the evidence to support claims Experimental design Sampling method and participants 3. Methodological problems and their implications/are there any contradictions or inconsistencies within data (Ecological validity and reliability) How are confounding variables are controlled? Representativeness Recognition of bias Is it reductionist? 4. Does it establish a cause-effect relationship 5. Does it extend current knowledge? Sample study: Loftus and Palmer (1974) An extensive evaluation of a psychological study consists of a thorough examination of its strengths and limitations.This consists of a critical analysis of the holistic experimental process of how the experiment was carried out, with particular emphasis to the methodology of the study. An example experiment conducted by Loftus and Palmer (1974), investigates whether language used in eyewitness testimony can alter memory. This hypothesis was tested by using leading questions to distort eyewitness testimony. The experimental design is the first approach to evaluating a psychological study. In this example, the experimental design for Loftus and Palmer (1974) was an independent groups design and was conducted in a rigorously controlled laboratory environment. Loftus and Palmer (1974), had five conditions where one of each was experienced by each participant (Mcleod 2017). The independent variable was the intensity of the verb to describe two cars in a traffic accident film; thus, the five groups were using the verbs "contact", "hit", "bumped", "collided" and "smashed". The strengths of using independent groups design are that more subjects can be used for the experiment rather than having the same subjects perform all the conditions of the experiment as in a repeated measures design. Using an independent groups prevents participant fatigue as the participants did not have to perform all five conditions, which could be a confounding variable affecting the results of the study. However, a disadvantage is that the differences between the participants, such as age, gender, or culture which could affect the results. This is because there can be inferences and judgement made from the studies which were rather "due to individual differences r ather than the independent variable condition" (Danshepherd 2012) . The second step is to analyse the strengths and weaknesses of the sampling method and the participants used. The sampling method used in Loftus and Palmer's (1974) experiment used opportunity sampling. Although practical, using opportunity sampling can contribute to bias because it means using only the participants available at a given time and place rather than being representative of a general population. Furthermore, the participants used in Loftus and Palmer's (1974) experiment were all undergraduate students. Students are not representative of the general population and with regards to this experiment, they may be less experienced drivers and therefore, this would have altered their perception of the verb used when estimating speeds (Mcleod 2017). Lastly, the strengths and weaknesses of the methodology should be acknowledged when evaluating any psychology experiment. The implications of the choices taken by the researcher to control variables, and whether there were any inconsistencies with the data should be identified. Loftus and Palmer's (1974) experiment was a highly controlled laboratory experiment. Therefore, one argument made as a weakness is that the results are not ecologically valid because in real life, people do not watch films of an incident. Instead, they witness these incidents first hand. Therefore, the study conducted by Yuille and Cutshall (1986) contradicts this study by making the participants witness an incident first hand which "found that misleading information did not alter the memory of people who had witnessed a real armed robbery". (Mcleod 2017). However, due to the controlled nature of the experiment, it is reliable and easy to replicate. The confounding variables are easier to control in a laborato ry experiment. This prevents these extraneous variables affecting the results of the study. Hence, it is plausible to suggest a cause-effect relationship from the study. Using TEACUPs to evaluate theories Evaluate ONE theory from the BLOA and ONE theory from the CLOA using the TEACUP approach: BLOA theory: Charles Darwin Theory of Evolution Those who adapt best to environmental challenges will have a greater chance of survival, reproduction, and passing on genes. Natural selection refers to the idea that members of a species that survive competition and breed will

The Bio-Ecological Model of Human Development Research Paper

The Bio-Ecological Model of Human Development - Research Paper Example It is a model that traces the development of an individual throughout the life course of an individual. It is with this genesis that a summary of the four systems and their influence on the development of a child will be evaluated. Consequently, the differences existing in the model with be delineated and the factors outside the model that influence that development of a child discussed. Moreover, the relationship and interactions of the systems will be delineated in bid to address the impact of the relationships in the development of a child. The Bio-ecological model and its related research designs is an evolving theoretical system for the scientific study of human development from the perspective of individuals and groups. This paper will be aimed at addressing the thesis statement: Bioecological model has a significant role in a child’s development (Berns, 2009). Summary of the Four Systems and the Influences that they have on a Child’s Development To place the bioe cological theory of human development in its wider context, it is important to note that many of the perspectives postulated as a body of the theory are integral parts of other relevant thoughts on empirical enquiry into the concept of human development. ... lly its interdisciplinary and integrative approach to development through the age periods of childhood and adolescence is important in formulation of policies and programs necessary in promoting youth and family development. The bioecological model aims at unifying the research studies that have been conducted and affirms that the development of an individual is influenced by four ecological systems. This includes: macrosystem, microsystem, mesosystem and exosystem. These four systems interact in a manner that shapes the development of an individual throughout the life course. These systems work in harmony in shaping the intra-individuality of a child, depending on the contexts in which the child is exposed to. In order to garner an in depth understanding of the bioecological model, each system will be reviewed and its influence on child development explained in bid to address the thesis that the bioecological system influences the development of a child (Bronfenbrenner, & Morris, 20 06). Microsystem: is the initial context (primary) which the child is exposed to at the first stages of his development. It entails the interpersonal relationships that the child experiences during development as the child interacts with the social and physical aspects of context. The microsystem is the layer closest to the child encompassing all the structures in direct contact with the child. It therefore defines the relationships and interactions that a child develops within its immediate surroundings. These factors either enhance or inhibit the development of the child. Being the initial development environment, it also influences the development of the child in other subsequent environments. The micro environment includes the child’s family, school, peers and religious activities

Nurse Manager Power Case Study Example | Topics and Well Written Essays - 750 words

Nurse Manager Power - Case Study Example The author playing the role of her boss will assess the case and suggest how she can improve her management skills using literature on management. Case Study Mrs. Jackson is a nurse manager on a coronary care step-down unit. She has a habit of dictating solutions to staff in case of any problem. She is also habitual of degrading her staff publicly and uses a rather a superior attitude. In addition, she also shows more favorable attitude towards some of her staff members and give them relax hours and vacations according to their desire while coerce the other staff members. Also, it has been observed that staff members who confront her are assigned worst hours and shifts and their request to change the shift is usually ignored. Considering this situation, the author has explored the detrimental and optimal behavior for unit functioning followed by observation and suggestion for Mrs. Jackson to improve her management skills. Behavior which is considered detrimental to the unit’s functioning Nurse Managers have is key in the acute care nursing area as it deals with development and retention of staff, with on the whole unit competency. Altogether, the nurse manager has the duty to make sure that the work in the facility is going on smoothly, while ensuring the capability and the competence of the day by day operations of their unit. The attitude that we see in case of Mrs. Jackson is termed as Pseudo-transformational leadership. Pseudo-transformational leaders are those who have narcissist tendencies and self-aggrandizing motives. Judge, LePine and Rich (2006) described narcissism as a grandiose sense of self-importance, which results in fantasies of unlimited success, sense of entitlement, interpersonally exploitative behaviors, lack of empathy, arrogant and haughtiness If nurse manager adopts such behavior, it will create a negative work environment which will affect team functioning and performance as well as workers outcomes. The behaviors that contribute to optimal team functioning within a larger systems environment An environment where workers are treated as assets, there experience and knowledge is acknowledged and they are treated equally with respect leads optimal team functioning. Leadership theories suggest that leaders need to serve as role models and reward and recognize individuals that reflect the values of the organization. The latest leadership style that is being popular almost in organization is transformation leadership. According to Bass and Steidlmeire (1999), to be transformational, leaders must be grounded in moral foundations. Such leaders must exhibit moral character in their concern for self and others, display ethical values embedded in their vision, demonstrate morality in their processes of social and ethical choices, and in all actions in which the leader and followers engage. In a larger system environment, leader should motivate follower, use rewards to encourage and appreciate staff members for their h ard work. As, Smith (1998) believed that creative compliments can motivate followers to perform at higher levels (p. 71) Lastly, in order to accomplish all of the key components of their role, it is important for the nurse manager to foster interdisciplinary relationships through effective communication. This competency includes effective communi

Florida's Multicultural Community And Political Processes In Cuba Research Proposal

Florida's Multicultural Community And Political Processes In Cuba - Research Proposal Example Authorities in Cuba emphasize the significance of developing appropriate political relationship and formulation of excellent foreign policies (Buffington 2012). This facilitates exemplary performance and international trade relations especially in the exchange of sugar that the nation produces in large quantities. Although Cuba had cordial political and foreign relations with the Soviet Union, the nation had antagonistic relations with the US. The distance and antagonistic relations were evident due to differences in political policies (Buffington 2012). The US was against the nation’s growing relations with the Soviet Union and the adoption of communism. The policies failed to promote democratic electoral process and tolerance for emerging opposition leaders. The unconventional policies prompted the US under the leadership of John F. Kennedy to impose trade sanctions against Cuba (Buffington 2012). The sanctions were meant to cut foreign engagement between the nations and ensure that the Cuban leaders adopt favorable economic policies that are sustainable. Authorities in Florida have adopted stringent measures to ensure that the intentions of the sanctions are attained. The authorities engaged in deliberations to compel Cuban officials to eradicate communist policies and encourage democratic political processes. The authority’s state that operations between the two regions will be further jeopardized if Cuba fails to adopt modern democratic practices (Clendinning 2008). The officials are categorical that Cuban immigrants will not be allowed in California. The unconventional democratic practices and the communist guidelines severely affected the nation’s economic advancement. The practices also halted the realization of cordial relations that are achievable through the adoption of friendly foreign policies.This paper evaluates the role of Florida's multi-cultural c ommunity in maintaining America's sanctions against Cuba.

Examining The National Disaster Management Policy Information Technology Essay

Examining The National Disaster Management Policy Information Technology Essay 1. Till recently, the approach to Disaster Management has been reactive and relief centric. A paradigm shift has now taken place at the national level from the relief centric syndrome to holistic and integrated approach with emphasis on prevention, mitigation and preparedness  [1]  . These efforts are aimed to conserve development gains as also minimise losses to lives, livelihood and property. 2. Natural calamities have had a more devastating impact in India because of inadequate policies relating to disaster management and no institutional support systems. However off late, the government has initiated a series of measures towards institutionalized and integrated approach to disaster relief in the country. Background 3. Brief History. The history of disaster management in the Indian context can be traced back to the Great Famine of 1876-1878, which led to the setting up of the Famine Commission in 1880  [2]  . The famine relief code was adopted thereafter, and contained the details of relief to be provided by the government to famine stricken people. India thus had the worlds first disaster relief code. Erstwhile Disaster Management Set Up 4. Disaster management and relief as a function of the Civil Government were entrusted to the Agriculture Ministry  [3]  . The Central Government laid down general policy and exercised overall control and co-ordination. Relief operations were planned and executed by the state and local authorities within their own areas  [4]  . The salient aspects were as follows:- (a) National Policy on Disaster Management. The role of the centre was restricted to policy formulation and allocation of resources for disaster management. The quantum of assistance to be provided depended upon Gravity of the natural calamity, scale of relief operations and requirement of central assistance. (b) Calamities Relief Fund. The Centre had earmarked two funds i.e. Calamities Relief Fund (CRF) and National Fund for Calamities (NFCR). The nodal agency for monitoring natural disasters and recommending the release of these funds was the Crisis Management Group (CMG) in the Ministry of Agriculture headed by the Central Relief Commissioner. (c) Government Response. The Government response to disaster broadly was in two ways viz. Policy and Administrative Response. At policy level, the Prime Minister and Cabinet Committee and the nodal agency i.e. Agriculture Ministry took initiatives to activate administrative machinery to assist and monitor relief operations. The salient aspects of government response were: (i) Preparatory Stage. This involved formulation of National Policy, installation of forecasting and warning system, and advise and assistance to states in policy formulation. (ii) Emergency Stage. Emergency stage involved provision of additional relief assistance, provision of assistance from armed forces and other CPOs, and arrangement and coordination of assistance from foreign countries. (iii) Rehabilitation and Reconstruction. This stage involved assessment of damage and allocation of financial resource for long term relief. 5. National Crisis Management Committee. This committee (NCMC) was constituted in the Cabinet Secretariat with the Cabinet Secretary as its chairman and secretaries of important ministries as its members  [5]  . It gave directions to the crisis management group. The Crisis Management Group was constituted under aegis of Ministry of Agriculture. The Additional Secretary of Ministry of Agriculture was the Relief Commissioner. He was also the Chairman of CMG and looked after matters relating to relief. The resident commissioners of the states affected by the calamity were to be co-opted during the period of crisis. 6. State and District Level Organisation. The state and district level organization was similar to the existing organization with disaster management committees functional at the state and the district level, with the Chief Minister and the District Commissioners responsible for coordination  [6]  . Drawbacks of the Erstwhile Setup 7. The erstwhile setup had a few drawbacks, some of which are as listed below:- (a) The National policy was not comprehensive and measures were adhoc. (b) The implementation was influenced by power groups with vested interests. (c) The central plans lacked coordination, as plans, procedures, organisation and even damage assessment differed widely from state to state. (d) Forecasting and warning though fairly well developed, did not meet requirements completely. (e) There was a lack of national coordination. (f) Inadequate community involvement. (g) An excessive compartmentalisation or sectorisation led to duplication of efforts and consequently development planning drifted away from an integrated nature. Present Disaster Management Set up 8. Background  [7]  . In 1999, the Government of India set up a High Powered Committee (HPC) to develop disaster management plans at the national, state and district levels. While the HPC was engaged in consultations with various stakeholder groups around the country, the super cyclone which hit Orissa in October 1999 and the Bhuj earthquake which hit Gujarat on 26th January 2001 exposed major weaknesses in our disaster preparedness and emergency response capacities. The National Committee on Disaster Management constituted by the Government of India reviewed the High Powered Committee Report and approved some of the recommendations, one of the most significant ones being the shifting of the primary responsibility for disaster management from the Ministry of Agriculture to the Ministry of Home Affairs in Government of India. India became one of the first countries after the Indian Ocean Tsunami of December 2004 to declare a national commitment to set up appropriate institutional mechanisms for more effective disaster management at the national, state and district levels. 9. The Disaster Management Bill was unanimously adopted by both houses of Parliament and the Disaster Management Act 2005 demonstrated the national vision of a paradigm shift from post-disaster response to improving the pre-disaster disaster preparedness, initiating disaster mitigation projects and strengthening emergency response capacities in the country. The Disaster Management Act, 2005 stipulated the establishment of requisite institutional mechanisms for drawing up and monitoring the implementation of disaster management plans, ensuring measures by various wings of the government for prevention and mitigating the effects of disasters, and for undertaking a holistic, co-ordinated, and prompt response to any disaster situation. The New Legal and Institutional Framework 10. The Disaster Management Act 2005 envisaged the establishment of the National Disaster Management Authority (NDMA), chaired by the Prime Minister of India, as the apex body for disaster management in the country, the State Disaster Management Authorities (SDMAs) chaired by the respective Chief Ministers at the state level and the District Disaster Management Authorities (DDMAs) chaired by the respective District Collectors and co-chaired by the elected representative of the Zilla Parishad in the respective districts. 11. A dedicated agency called the National Disaster Response Force (NDRF) has been established with personnel from the para military forces for strengthening the preparedness and emergency response in the country. Ten battalions of the NDRF (see appx ) have been setup and deployed in strategic locations in the country and the NDRF personnel are being trained and equipped with state-of-the-art life saving equipments, search and rescue equipments, inflatable boats, etc. The NDRF personnel are also being trained for preparing and responding to Chemical, Biological, Radiological and Nuclear (CBRN) emergencies. Since their inception, NDRF personnel have been deployed in many natural disaster situations to assist the local administration. During the Kosi floods in Bihar in 2008, the NDRF personnel evacuated more than 100,000 people from the flood-affected villages through the sustained effort of NDRF search and rescue teams using inflatable boats, bauts and local country boats. 12. The National Institute for Disaster Management (NIDM) has been established as the apex training institute for disaster management in India. NIDM coordinates the capacity building efforts of disaster management faculty in State Training Institutes and is also offering a few distance education programmes in disaster management in collaboration with the World Bank Institute. The NIDM also hosts the SAARC Centre for Disaster Management. The National Vision  [8]   13. The Disaster Management Act 2005 envisages a paradigm shift from the erstwhile relief-centric response to a proactive prevention, mitigation and preparedness-driven approach, so as to conserve the developmental gains and also minimize losses to lives, livelihoods and property. The National Vision for disaster management is to build a safer and disaster-resilient India by developing a holistic, proactive, multi-hazard and technology-driven strategy. This will be achieved through a culture of prevention, mitigation and preparedness to generate a prompt and efficient response at the time of disasters. The entire process will centre-stage the community and will be provided momentum and sustenance through the collective efforts of all Government agencies and Non-Governmental Organizations (NGOs). 14. The National Disaster Management Act. The National Disaster Management Bill was introduced by the Government on 08 May 2005 and promulgated into an act on 25 Dec 2005  [9]  . The law on disaster management provides for requisite institutional mechanisms for drawing up and monitoring the implementation of the disaster management plans, ensuring measures by various wings of Government for prevention and mitigating effects of disasters and for undertaking a holistic, coordinated and prompt response to any disaster situation. 15. The Disaster Management Bill, 2005 provides for setting up the following:- National Disaster Management Authority under the Chairmanship of the Prime Minister. State Disaster Management Authorities under the Chairmanship of the Chief Ministers. District Disaster Management Authorities under the Chairmanship of District Magistrates. Ministries / Departments to draw up department-wise plans in accordance with the national disaster management plan. National Disaster Response Force. National Institute of Disaster Management. National Fund for Disaster Response and the National Fund for Disaster Mitigation and similar Funds at the State and District levels. (h) Specific role for Local Bodies in disaster management including Panchayati Raj Institutions as well as Urban Local Bodies like Municipalities. 16. National Disaster Management Policy. The National Disaster Management Policy is a comprehensive document that articulates the vision of the Government of India towards achieving the goal of a disaster resilient India  [10]  . The objectives of the policy:-. Promoting a culture of prevention, preparedness and resilience at all levels through knowledge, innovation and education. Encouraging mitigation measures based on technology, traditional wisdom and environmental sustainability. Mainstreaming disaster management into the developmental planning process. Establishing institutional and techno-legal frameworks to create an enabling regulatory environment and a compliance regime. Ensuring efficient mechanism for identification, assessment and monitoring of disaster risks. Developing contemporary forecasting and early warning systems backed by responsive and failsafe communication with information technology support. Promoting a productive partnership with the media to create awareness and contributing towards capacity development. Ensuring efficient response and relief with a caring approach towards the needs of the vulnerable sections of the society. (j) Undertaking reconstruction as an opportunity to build disaster resilient structures and habitat for ensuring safer living. (k) Promoting productive and proactive partnership with media in disaster management. 17. The National Disaster Management Authority (NDMA). This has been established under the Chairperson of Prime Minister and nine members, including a Vice Chairperson nominated  [11]  . The duties of NDMA are as given below:- Lay down policies on disaster management. Approve the National Plan and plans prepared by the ministries or departments of the Government of India. Lay down guidelines to be followed by the State Authorities in drawing up the State Plan and different ministries or departments for integrating the measures for prevention of disaster or the mitigation of its effects in their development plans and projects. Coordinate the enforcement and implementation of the policies and plans for disaster management. Recommend provisioning of funds for the purpose of mitigation. Provide such support to other countries affected by major disasters as determined by the Government. Lay down broad policies and guidelines for the functioning of the National Institute of Disaster Management. 18. The NDMA may constitute an advisory committee consisting of experts in the field of disaster management and having practical experience of disaster management at the National, State or District level to make recommendations on different aspects of disaster management. (a) Organisation of NDMA. National Disaster Management Authority has been constituted with the Prime Minister of India as its Chairman, a Vice Chairman with the status of Cabinet Minister, and eight members with the status of Ministers of State.   Each of the members has a well defined functional domain covering various states as also disaster specific areas of focus and concern. A functional infrastructure has been built which is appropriate for disaster management involving uncertainties coupled with desired plans of action. Each member of the Authority heads disaster-specific divisions for specific disaster and functional domains. Each member has also been given the responsibility of  specified states and UTs for close interaction and coordination. The NDMA organization is enclosed along with. The NDMA Secretariat, headed by a Secretary is responsible to provide secretarial support and continuity. It is proposed to have two Disaster Management Wings under the Secretariat. They are :- (i) DM I Wing. This wing will deal with mitigation, preparedness, plans, reconstruction, community awareness and dealing with financial/administrative aspects. (ii) DM II Wing. This wing is proposed to be composed of the National Disaster Management Operations Centre with the state-of-the-art multi-redundant communication systems, to carry out the tasks of capacity development, training and knowledge management. 19. The National Executive Committee. It consists of Secretary from Ministry of Home Affairs as the Chairperson and members as the Secretaries from the Ministries of Agriculture, Atomic Energy, Defence, Drinking Water Supply, Environment and Forests, Finance (expenditure), Health, Power, Rural Development, Science and Technology, Space, Telecommunication, Urban Development, Water Resources and the Chief of the Integrated Defence Staff (IDS) of the Chiefs of Staff Committee (COSC)  [12]  . Duties. The duties of this committee include :- Prepare the National Plan to be approved by the National Authority. (ii) Coordinate and monitor the implementation of the National Policy. (iii) Lay down guidelines and provide technical assistance for preparing disaster management plans by different ministries and the State Authorities. (iv) Evaluate the preparedness at all governmental levels for the purpose of responding to any threatening disaster situation and give directions thereon. (v) Plan and coordinate specialised training programmes for disaster management for different levels of officers, employees and voluntary workers. (vi) Coordinate response in the event of a disaster situation and give directions to concerned ministries and State Governments. (vii) Require any department or agency of the Government to make available to the National / State Authority such men or material resources as are available with it for the purposes of emergency response, rescue and relief. The Mandate. The NEC is the executive committee of the NDMA, and is mandated to assist the NDMA in the discharge of its functions and also ensure compliance of the directions issued by the Central Government. NEC is to coordinate the response in the event of any threatening disaster situation or disaster. NEC will prepare the National Plan for Disaster Management based on the National Policy on Disaster Management. NEC will monitor the implementation of guidelines issued by NDMA. It will also perform such other functions as may be prescribed by the Central Government in consultation with the NDMA. 20. The National Crisis Management Committee (NCMC). For effective implementation of relief measures in the wake of a disaster, the cabinet has set up a National Crisis Management Committee. The concerned Secretary shall provide all necessary information and seek directions of the Cabinet Committee in all matters concerning relief and step for effective implementation of its directions. In the absence of such a Cabinet Committee all matters relating to relief shall be reported to the Cabinet Secretary. The composition of the committee will be as under :- (a) Composition. The composition of the NCMC is as under: (i) Cabinet Secretary Chairman. (ii) Secretary to Prime Minister Member. (iii) Secretary (MHA) Member. (iv) Secretary (MOD) Member. (v) Director (IB) Member. (vi) Secretary (RAW) Member. (vii) Secretary (Agriculture Cooperation) Co-opted Member. (viii) An officer of Cabinet Convener. 21. Cabinet Committee on Management of Natural Calamities(CCMNC). CCMNC has been constituted to oversee all aspects relating to the management of natural calamities including assessment of the situation and identification of measures and programmes considered necessary to reduce its impact, monitor and suggest long term measures for prevention of such calamities, formulate and recommend programmes for public awareness for building up societys resilience to them  [13]  . 22. High Level Committees. In the case of calamities of severe nature, Inter-Ministerial Central Teams are to be deputed to the affected states for assessment of damage caused by the calamity and the amount of relief assistance required. The IMG, headed by the Union Home Secretary, will scrutinize the assessment made by the Central Teams and recommend the quantum of assistance to be provided to the States from the National Calamity Contingency Fund (NCCF). The HLC comprising the Finance Minister as Chairman, and the Home Minister, Agriculture Minister Deputy Chairman, Planning Commission as members approves the central assistance to be provided to the affected States based on the recommendations of the IMG. The constitution and composition of HLC may vary from time to time. The Vice Chairman, NDMA will be a special invitee to the HLC. 23. Role of Central Ministries. Nodal Ministries for various disasters have been designated. These are: (a) Natural Disasters Agricultural and Cooperation. (b) Chemical Disasters Environment and Forest. (c) Nuclear Disaster Department of Atomic Energy. (d) Biological Disaster Health. (e) Civil Strife Home. 24. Control Room (Emergency Operation Room). An Emergency Operations Center (Control Room) exists in the nodal Ministry of Home Affairs, which functions round the clock, to assist the Central Relief Commissioner in the discharge of his duties  [14]  . The activities of the Control Room include collection and transmission of information concerning natural calamity and relief, keeping close contact with governments of the affected States, interaction with other Central Ministries / Departments / Organizations in connection with relief, maintaining records containing all relevant information relating to action points and contact points in Central Ministries etc., keeping up-to-date details of all concerned officers at the Central and State levels. 25. Contingency Action Plan. A National Contingency Action Plan (CAP) for dealing with contingencies arising in the wake of natural disasters has been formulated by the Government of India and it is being periodically updated. It facilitates the launching of relief operations without delay. The CAP identifies the initiatives required to be taken by various Central Ministries/Departments in the wake of natural calamities, sets down the procedure and determines the focal points in the administrative machinery. 26. State Level Organisation. The primary responsibility for disaster management rests with the States. In view of their autonomous jurisdiction, the States have evolved their own relief machinery. At State level the Relief Commissioner or Revenue Secretary, is the nodal agency for direction of relief effort. In most states, a state level committee, chaired by the Chief Minister, acts as a policy formulating forum and monitoring body. Some states have evolved efficient disaster management plans with the requisite infrastructure and organizational support. These as in the case of Maharashtra, include an Emergency Operations Centre in the State Secretariat, which is linked to the district by an efficient wireless and satellite based communication network. This is backed by a computerised District Management Information System Community Disaster Preparedness Programmes. (a) State Disaster Management Committee. At the State level, the SDMA, headed by the Chief Minister, lays down policies and plans for disaster management in the State. It will, approves the State Plan in accordance with the guidelines laid down by the NDMA, coordinates the implementation of the State Plan, recommends provision of funds for mitigation and preparedness measures and review the developmental plans of the different departments of the State to ensure integration of prevention, preparedness and mitigation measures. (b) State Executive Committee (SEC). This has state Chief Secretary as the Chairperson with four Secretaries of appropriate departments. It performs the same functions as the National Executive Committee as regards coordination, monitoring and implementation of State Plan in accordance to the National Plan, including all measures for prevention, mitigation and capacity building 27. District Level Organisation. At the district level, District Disaster Management Authorities (DDMAs), will act as the district planning, coordinating and implementing body for disaster management and will take all measures for the purposes of disaster management in the district in accordance with the guidelines laid by NDMA and SDMA. The District Control Rooms would be the nodal facility for directing all operations on disaster emergency situation, and hence are required to be supported by disaster management information and communications to function efficiently. The DDMAs would be established for every district in the State and shall consist of the Chairperson and seven members. It shall consist of the following:- (a) The Collector / District Magistrate / Deputy Commissioner of the district as the Chairperson. (b) The elected representative of the local authority who shall be the Co-Chairperson. (c) The Chief Executive Officer of the District Authority. The Superintendent of Police. The Chief Medical Officer of the district. (f) Two other district level officers, to be appointed by the State Government. Enunciation of Policy 28. Disaster Management : Tenets in Indian Context  [15]  . A disaster refers to a catastrophe, mishap, calamity or grave occurrence from natural or man-made causes, which is beyond the coping capacity of the affected community. Disaster Management involves a continuous and integrated process of planning, organising, coordinating and implementing measures which are necessary or expedient for the following :- (a) Prevention of danger or threat of any disaster. (b) Mitigation or reduction of risk of any disaster or its severity or consequences. (c) Capacity building including research and knowledge management. (d) Preparedness to deal with any disaster. (e) Prompt response to any threatening disaster situation or disaster. (f) Assessing the severity or magnitude of effects of any disaster. (g) Evacuation, rescue and relief. (h) Rehabilitation and reconstruction. (j) Community involvement and awareness general. (k) Close interaction with corporate sector Non Governmental Organisations and media. Strengths and Weaknesses of National Disaster Management System 29. Weaknesses of Indias Disaster Management System. (a) Political Interference and Myopic View. Our political system is dominant in all our policies and programmes. The policy makers look for short term gains to keep their vote banks intact, resulting in myopic view of entire disaster management system. Policies and programmes requiring long term planning and implementation take back seat. (b) Relief centric approach. Our system is primarily focused on relief rather than prevention of disasters. Majority of the effort and organizations are preparing towards the actions after the occurrence of a calamity. (c) Community Awareness and Development. During most of the disasters like earthquakes, cyclones, tsunamis, etc the main reason for the high loss to life is due to ignorance of the affected populace about the actions which they are required to do. There are number of incidents, specially during earthquakes, wherein people due to panic moved inside the buildings and got buried in the debris. The Therefore concerted effort in this direction is a mandatory requirement. The community needs to be well informed about the physical features of their location / settlement and the hazard events they are likely to experience. Such a social consciousness about disasters leads to building an organization / network within the community for risk reduction. But, due to lack of concerted efforts, the masses are still quite ignorant of the linkages between development and disasters, nature conservation and role of community in prevention, reduction and relief in case of disasters. A case in point is t he tragedy wherein over 400 school children who were parading out in the open in Village Anjar (Gujarat) were taken inside the school building on occurrence of the earthquake. Nearly all the children died when the school building collapsed. (d) Lack of Role Clarity and Integration of Role Players. Disaster Management is an exercise which involves a large No of players eg Central and State Govts, Armed Forces, Paramilitary Forces, Police Forces, NGOs, PSUs, Private Sector, Community and so on. The integration of disaster risk management functions within local institutions is key to achieving urban risk reduction. Their role has to be clearly defined during various stages of disaster management to avoid ambiguous situations. During the relief and rehabilitation stage post Gujarat Earthquake, a No of tasks were getting duplicated by various NGOs, State Govt and the army columns, resulting in wastages of efforts and confusion. (e) Sub-Optimal Outcomes. Due to lack of integration of efforts, our disaster management system suffers from lack of synergy at various levels. (f) Early Warning System, Forecasting and Communication Infrastructure. Not all disasters can be forecasted but areas vulnerable to disasters can be identified and measures taken in advance to reduce own losses to minimum eg in spite of knowing that Gujarat was in seismic Zone V, a large No of high-rise buildings were allowed to be built in Ahmedabad in the areas where water bodies existed a couple of years ago. Most of the buildings which collapsed were hose which had not complied to the Code of construction I earthquake prone areas. (g) Disaster Management Training. The training culture in India leaves much to be desired. In the case of Gujarat earthquake, while the rescue equipment / heavy equipment eg iron concrete cutters, excavators were provisioned, not many locals knew how to operate these. There is dearth of personnel who are trained in rescue and relief operations. Most are trained in elementary techniques. (h) Absence of Strategic Thinking and Infirmities in Decision Making Process. There is an overall lack of strategic thinking and swift decision making in our system owing to bureaucracy and politicization of all issues. The two if taken care of will enhance our preparedness to a large extent. (j) Financial Support and Corruption. One there is a deficiency of funds to plan and implement disaster Prevention and Reduction Programmes eg linking up of all the rivers, construction of dams etc. Two, of whatever funds get allotted only a small percentage gets to reach the grass roots level owing to rampant corruption in the system. (k) Inadequacy of Specialized Equipment. A major weakness is the inadequacy of state-of-the-art equipment required for rescue and relief operations. A lot of equipment is requisitioned from foreign countries on being hit by a calamity. (

The Development of Psychology Essays -- Research Essays Term Papers

The Development of Psychology Psychology is defined as the scientific study of behavior and the mind. This definition implies three things. The first is that psychology is a science, a field that can be studied through objective methods of observation and experimentation. The second is that it is the study of behavior, animal activity that can be observed and measured. And the third is that it is the study of the mind, the conscious and unconscious mental states that cannot be seen but inferred through observation. This modern-day definition of psychology sheds light on the history of psychology, for it only became a science in the late 19th century though psychological thought has been present since Antiquity. Previously, psychology had been studied indirectly in the fields of philosophy and physiology. The term psychology has been around for many centuries, coming from two Greek words: psyche, which means soul, and logos, which means the study of. Before the psychology developed into a science, philosophers from as early as Ancient Greece were asking all sorts of psychological questions such as where do emotions come from, does the world we see exist in color, what is perception and what is reality? But philosophers debating these questions relied on the method of rationalism to explain these phenomena. Rationalism uses logic and reasoning to find truth. This technique is far from objective and cannot accurately determine scientific truth. Psychology also had roots in physiology, a branch of biology that studies living organisms and their parts. Physiologists would conduct studies of the brain and the nervous system to explain mental illnesses, an important area of study in the field of psychology. Physiology however, is... ... of the most recognizable are behaviorism, which arose out of criticism of introspection as a valid research method and set out to study only behavior which could be observed directly. Edward Thorndike, Ivan Pavlov, John Watson, and B.F. Skinner influenced this new take on psychology. Other movements include humanistic psychology in the 50s and 60s, and cognitive psychology of present day. Sources Consulted http://www.dustbunny.fsnet.co.uk/Psy1.htm â€Å"The Development of Psychology† : article on the history of psychology as a field of scientific study http://www.alleydog.com/101notes/history.html â€Å"The Field and History of Psychology†: university class lecture on the history of psychology http://www.psy.pdx.edu/PsiCafe/History/EmergenceOfPsy.htm A Psychology Resource Guide with links to relevant sites regarding the emergence of psychology as a science