Statement,resume Essay Example | Topics and Well Written Essays - 500 words

Statement,resume - Essay Example Therefore, when I turned 18, I moved over to US for higher studies. Philadelphia was my first destination in US. I was fascinated by the culture of US and felt very happy at having migrated to US. US culture is unique. People from all over the world have integrated their respective cultures so well that the contemporary culture of US is a blend of all shades and necessarily reflects the presence and influence of all ethnic minorities that have ever lived or are still living in the US. One thing that I particularly like about the US culture is that it provides an individual with the freedom of expression. I find US an ideally democratic society. Here, I can wear what I want to, say what I like to, and live like and live with whom I want to. There are no social constraints, but this does not come as a compromise upon the ethical and moral standing of the society. I could not speak English until I moved to US. I joined a middle school in Philadelphia. For the one year that I lived in Ph iladelphia, I studied English. Besides studies, I have also involved myself in a lot of physical activities, particularly the out-door games. Soccer is my favorite game, and I am quite good in it. In addition to playing, I kill my time reading books as it has always been my hobby. I believe in spending time in a useful way.

The attack on the world trade center and the rise of islamic threats Term Paper

The attack on the world trade center and the rise of islamic threats - Term Paper Example Terrorism refers to the threatened application of force, violence or coercion against individuals, society or governments and their properties, in order to coerce or intimidate the society and the government, to achieve the ideological, religious or political objectives of the terrorist groups2. Despite the fact that the threat of terrorism is rising from the extremist views of the minority militant Islamic groups, most especially from the Middle East, South Asia and some parts of Africa, their threat is real, and it has hit the whole world. The most worrying aspect of Islamic terrorist threats is that they are not simply targeted to a given country, society or group, but to multiple targets, which are perceived to have a connection with their perceived enemy. Thus, it is never known when and where the terrorists will strike next. The attack on the world trade center, popularly known as the 9/11 attack is the most conspicuous terrorist occurrence in the world, considering that the terrorists targeted and hit the heart of the world’s superpower, to simply send a message that none of the societies or countries in the world is safe or immune from the threat of terrorism3. Despite the fact that there has been a reawakening of the world to the live fact that terrorism is real and is bound to cause more scare to the world than it could have been anticipated, the world has not been able to completely devise measures that could help to neutralize this threat effectively. Thus, the threat of terrorism continues to scare the world, especially for any society or country that is perceived to have a connection with the west, which is the greatest target of the militant Islamic terrorist groups4. The actions of these extremist Islamic militants have been pitched on the Muslim religion, with such terrorist groups cla iming to be fighting a holy war against the societies that have not adhered to the requirements of their religion, which they hold as true and supreme. In this

Impact of the Gig Economy on Millennials

Impact of the Gig Economy on Millennials Why The Gig Economy Is The Best and Worst Development For Millennials Introduction An intrusive economic downfall otherwise known as a recession hit in 2008, when millennials were still in college or entering the workforce for the first time. This had a  major effect on the development of careers   for millennials who found a secure career path before the recession developed, the downturn of the economy was not as hard felt for those who have been in the workforce for quite some time, but for millennials trying to find work after companies instituted hiring freezes and lowered workers’ salaries, the job market was in a drought. During this time the gig economy was starting to make its way into the economy making it both an opportunity and a challenge. This was an opportunity for those were out of a job and needed immediate work; however, for many employers this posed quite a challenge. For employers, this caused for them to have many positions that they could not hire for and caused them potential candidates who were looking for more of a work-home balance (Alton, Larry 2016). What Is The Gig Economy? According to TechTarget, a gig economy is an environment in which temporary positions are common and organizations contract with independent workers for short term assignments (2016). In a gig economy, businesses save money on what they would have spent on overhead such as a business space. This type of work allows for workers to be selective in the type of work they want to perform and allow employers to staff for more specialized roles a lot quicker than before. This model is geared towards those who want to be entrepreneurs. But for those, such as millennials who are just now getting into their careers or are already in their careers this type of work environment can’t be a good and a bag thing according to how they play their cards. Thriving In The Gig Economy; How Successful Freelancers Mange The Uncertainty. â€Å"Thriving in The Gig Economy How Successful Freelancers Manage the Uncertainty,† By Gianipiero, Petrigeli, focused on the attributes and patience one must have thrive in the gig economy. In this study, the writer spoke with several freelancers who have been working in this type of environmental for over five years and have gained insight on what one needs to thrive. In a gig economy financial insecurity is a major concern as well as the lack of human interaction. When you are working gig-based jobs that are platform based you are waiting for notifications to be sent to your phone, or your waiting to hear back from potential clients regarding your proposals it becomes harder to build relationships with those who have not already used or heard of your work. According to one freelancer that was interviewed for this paper, who goes by the name of Mary. Mary stated that; â€Å"Working in this type of structure is like that of being on a trapeze.† Produce or Parish Another topic that was mentioned in this article, was Produce or Parish. Produce or parish as related to this type of work structure Is often regarded as if you don’t obtain clients then you will parish in the form of not being able to pay your bills or in other words be financially secure. The writer states that, â€Å"The first thing they realized when they began interviewing independent consultants and artists was that the stakes of independent work are enormously high— not just financially but also existentially. Unshackled from managers and corporate norms, people can choose assignments that make the most of their talents and reflect their true interests. They feel ownership over what they produce and over their entire professional lives. Sustaining productivity is a constant struggle. Distress and distractions can erode it, and both impediments abound in people’s working lives. One executive coach gave a poignant description of an unproductive day: â€Å"It’s when there is so much to do that I’m disorganized and can’t get my act together. [In the evening,] the same e-mails I opened in the morning are still open. The documents I wanted to get done are not done. I got distracted and feel like I wasted time.† A day like that, he said, leaves him full of self-doubt (PETRIGLIERI, ASHFORD, AND WRZESNIEWSKI 2018). Are There Good Jobs In The Gig Economy? In this article the writer proposed the question, â€Å"Are there any good jobs in this type of economy, and if so, where are they?†Ã‚   According to recent study the gig economy makes up more than half of todays workforce, the majority of those being millennials. Millennials are more inclined to be searching for a work-life balance in which baby-boomers were not accustomed to. Many millennials are not interested in full-time jobs that in their eyes tie them down to an office but for gigs that a lot them the opportunity to work as little or as much as they want and not be tied down into one select field. There is a multitude of growth that has been hitting the airways with this newly found economy and it seems to not be stopping anytime soon. Economists estimate that the portion of U.S. workers earning a living as independent contractors, freelancers, temps, and on-call employees jumped from 10% in 2005 to nearly 16% in 2015. Workers of these â€Å"alternative work credit this type of work environment to those who are burnout, or hating one’s job for freedom, flexibility, and financial gains. Whereas, skeptics feel that this is going to end badly for those working in this type of economy due to lack of having benefits and stability. Financial insecurity is a big and ever-present concern. So is the lack of human connection: Kessler writes, â€Å"I don’t think Silicon Valley was wrong to attempt to restructure the job. Our current model wasn’t working, and the startup spirit of experimentation was necessary (Torres, 2018). The Future of Work is Flexible Flexibility in the workplace is defined differently amongst individual workers. However; the common denominator amongst all workers is that when working in a flexible environment one is allotted the opportunity to make choices on where and how long they spend on work related task. Recent trends in availability of those working flexible jobs have seen a recent spike in flexibility in the workplace. Employees in this type of environment may have flexibility regarding the time in which they start and end their work-related duties and as in where they can complete their work. In this article two researchers go into detail on how this type of environment has shaped the recent economy and how this work environment poses its own separate challenges. According to researchers Kerr, and Nevin, the world of work is transforming: technological, socioeconomic and demographic shifts are changing the way we think, demanding greater flexibility in how both individuals and organizations operate. In fact, the concept of employment itself seems to have passed its sell-by date. This type of online work has made it easier for those to find jobs/ complete tasks for those who are seeking the help. This type of environment is more cost-effective for employees due to the nature of them not having to purchase additional office space for employees and not having to offer many of the benefits that they would have to offer if their employees were working at the office on a full-time basis.   (Kerr, 2017). Challenges: According to researcher Jamie Kerr, although this type of environment brings on a good connotation allowing those workers the work-life balance they are seeking there are still some drawbacks that many companies and employees are facing. â€Å"There is then the debate as to whether employment regulations and practices are still fit for purpose. The new explosion of small-scale entrepreneurship might make you wonder whether were returning to the kind of  economy  espoused in 1776 by Adam Smith in The Wealth of Nations (Kerr,2017). The rise of this new economy is defining what it really means for one to work for self. One key problem is that many individuals find it hard to distinguish between employment and self-employment. There is little clarity in the statutory definitions of employment status, although there is a body of case law. Statutory sick pay, statutory maternity pay, training support and employer pension contributions are some of the occupational benefits that an employee will forgo when they become technically self-employed. As more people do this there is growing pressure for the law to be simplified (Kerr,2017). Summary Full-time employment was once known as job security and stability and is now becoming increasingly rare. Employers are now creating less full-time positions and are starting to outsource many of their positions to workers who find work on sites such as Upwork and Flex jobs. For the growing number of people seeking employment, working a gig is becoming increasingly safer. Living without those benefits you would receive from a more conventional work environment may seem reckless, but with proper planning, you can manage a career working gigs/freelancing that can be just as stable. Working in this environment you have more control over the jobs you would like to take on as well as have a work-life balance and therefore you are seeing more millennials then any other age demographic working these types of jobs. It remains a mystery as to whether the gig economy is a healthy alternative to working a conventional 9-5 for economic development overall, but for millennials, it’s certainly both. For young workers who are seeking to make an extra income to help pay for college or to even move out of their parents’ house, this type of economy can be quite frustrating, but for those who have built a life around gig work and want to gain a multitude of experience in various industries the gig economy it a great way to achieve those goals. Regardless of how you feel about it, the gig economy is likely to stick around for the foreseeable future (and experience even further growth), so it’s best to learn how to take advantage of it for yourself—and avoid the pitfalls that your peers are facing (Alton, Larry2018). References PETRIGLIERI, G., ASHFORD, S., & WRZESNIEWSKI, A. (2018). THRIVING IN THE GIG ECONOMY. (cover story).  Harvard Business Review,  96(2), 140-143. TORRES, N. (2018). ARE THERE GOOD JOBS IN THE GIG ECONOMY.  Harvard Business Review,  96(4), 146-147. Kerr, J. (2017). The future of work isflexible.  Director,  70(10), 60.

Track State Championship Essay -- Memoir Essays

Track State Championship The pit of my stomach felt as if it was being eaten away by gnawing insects inside. It wasn't just the ordinary butterflies but evil-biting insects. I was standing impatiently on the track quickly sliding further toward the inside as the incoming runner completed her handoff. Screaming encouragements, I waited for Rachel to make her way down the last stretch. We successfully completed our exchange of the baton and I was off. We arrived at Dutch Clark Stadium in Pueblo, Colorado our normal two hours early on a dark, rainy Friday morning. Our team carried in the large tarp, blue tent, coolers full of energy food and many cases of water to keep us hydrated throughout the day. The sight of the enormous red rubber track brought that familiar tingle to my stomach. "It's the same size as any other track, but we just run the opposite direction," I heard Coach Dirst joke with the always gullible Erin. Shortly after we set up camp, I heard the familiar words, "Get out of here!" come from Coach Dirst. Our team made our way down the mountain of unevenly spaced, concrete stairs to the track. After doing our routine warm-up of a two-lap jog, stretches and form running, the team scattered, some preparing for their event, others just hoping to catch a few more zs. As I was making my way back to camp, I noticed everyone's red stained t-shirts and sweatshirts from stretching on the damp track, not realizing those stains would in time become memories I'd never forget. The day of prelims jumped off to a great start. The medley relay qualified for finals, and Kendal became a two-time state champion in high jump capturing the team's first ten points. The rest of the day went just as well. After placing fourth a... ...owerful! To hear Coach Dirst say that just made the whole experience that much more special. All the hard work we'd put in throughout the year had finally paid off when it mattered most. As we ran our final victory lap of the 2002 track season, we realized we had accomplished what every team dreams. After the sharing of many hugs and tears, happy ones of course, I made my way back to camp to gather my belongings. I then slowly strolled to the parking lot wanting to savor the incredible feeling. As I gazed up at the pitch-black sky, a raindrop fell to my forehead. Within no time at all, I was standing in the midst of a downpour taking everything in as I thought, "This is as good as it gets!" All the emotions, triumph, thrill and excitement, I was feeling acted like a bug bomb to the evil-biting insects that were at one time eating away at the pit of my stomach. Â  

Modern motivation theory and Buddhist teaching for Motivation Essay

One of the most important functions of management is to create willingness amongst the employees to perform to the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:1. A felt need or drive 2. A stimulus in which nodes have to be aroused 3. When needs are satisfied, the satisfaction or accomplishment of goals. Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan. Motivation Theories According to subject of Management have some kind of motivation theories. These theories were introduced by most of scholars in the world. However when considers about history can motivation theories categorize as ï‚ · Classical Motivation Theories ï‚ · Modern Motivation Theories Under the classic motivation theories can introduce following three theories. Classical Motivation Theories 1. The Hierarchy Of Needs Theory Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943. This theory is a classical depiction of human motivation. This theory is based on the assumption that there is a hierarchy of five needs within each individual. The urgency of these needs varies. 1. Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words, physiological needs are the needs for basic amenities of life. 2. Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc. 3. Social needs- Social needs include the need for love, affection, care, belongings, and friendship. 4. Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence, competence, achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration). 5. Self-actualization need- This includes the urge to become what you are capable of becoming / what you have the potential to become. It includes the need for growth and selfcontentment. It also includes a desire for gaining more knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully suitable. As an individual grows psychologically, opportunities keep cropping up to continue growing. According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge.. 2. Herzberg’s Two-Factor Theory of Motivation In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. Herzberg, the opposite of â€Å"Satisfaction† is â€Å"No satisfaction† and the opposite of â€Å"Dissatisfaction† is â€Å"No Dissatisfaction†. Herzbergss view of satisfaction and dissatisfaction Herzberg classified these job factors into two categories Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at the workplace. These do not lead to positive satisfaction for the long-term. But if these factors are absent / if these factors are non-existent at the workplace, then they lead to dissatisfaction. Hygiene factors include: 1. Pay – The pay or salary structure should be appropriate and reasonable. It must be equal and competitive with those in the same industry in the same domain. 2. Company Policies and administrative policies – The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. 3. Fringe benefits – The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programs, etc. 4. Physical Working conditions – The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. 5. Status – The employees’ status within the organization should be familiar and retained. 6. Interpersonal relations – The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present. 7. Job Security – The organization must provide job security to the employees. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivating factors include: ï‚ · Recognition – The employees should be praised and recognized for their accomplishments by the managers. ï‚ · Sense of achievement – The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. ï‚ · Growth and promotional opportunities – There must be growth and advancement opportunities in an organization to motivate the employees to perform well. ï‚ · Responsibility – The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. ï‚ · The meaningfulness of the work – The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated. 3. Theory X and Theory Y In 1960, Douglas McGregor formulated Theory X and Theory Y suggests two aspects of human behavior at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers of the nature of individuals is based on various assumptions. Assumptions of Theory X ï‚ · An average employee intrinsically does not like work and tries to escape it whenever possible. ï‚ · Since the employee does not want to work, he must be persuaded, compelled, or warned with a punishment so as to achieve organizational goals. A close supervision is required on the part of managers. The managers adopt a more dictatorial style. ï‚ · Many employees rank job security on top, and they have little or no aspiration/ ambition. ï‚ · Employees generally dislike responsibilities. ï‚ · Employees resist change. ï‚ · An average employee needs formal direction. Assumptions of Theory Y ï‚ · Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. ï‚ · Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. ï‚ · If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to the organization. ï‚ · An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. ï‚ · The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behavior at work, while Theory Y presents an optimistic view of the employees’ nature and behavior at work. Modern Motivation Theories Under the modern motivation theories can illustrate following six theories. 1. ERG Theory To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as the ERG theory of motivation. He recategorized Maslow’s hierarchy of needs into three simpler and broader classes of nodes: ï‚ · Existence needs- These include the need for basic material necessities. In short, it includes an individual’s physiological and physical safety needs. ï‚ · Relatedness needs- These include the aspiration individual’s have for maintaining significant interpersonal relationships (be it with family, peers or superiors), getting public fame and recognition. Maslow’s social needs and external component of esteem needs fall under this class of need. ï‚ · Growth needs- These include need for self-development and personal growth and advancement. Maslow’s self-actualization needs and intrinsic component of esteem needs fall under this category of need. Managers must understand that an employee has various needs that must be satisfied at the same time. According to the ERG theory, if the manager concentrates solely on one need at a time, this will not effectively motivate the employee. Also, the frustration- regression aspect of ERG Theory has an added effect on workplace motivation. For instance- if an employee is not provided with growth and advancement opportunities in an organization, he might revert to the relatedness need such as socializing needs and to meet those socializing needs, if the environment or circumstances do not permit, he might revert to the need for money to fulfill those socializing needs. The sooner the manager realizes and discovers this, the most immediate steps they will take to fulfill those needs which are frustrated until such time that the employee can again pursue growth. 2. McClelland’s Theory of Needs David McClelland and his associates proposed McClelland’s theory of Needs / Achievement Motivation Theory. This theory states that human behavior is affected by three needs – Need for Power, Achievement and Affiliation. Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success. Need for power is the desire to influence other individual’s behavior as per your wish. In other words, it is the desire to have control over others and to be influential. Need for affiliation is a need for open and sociable interpersonal relationships. In other words, it is a desire for a relationship based on co-operation and mutual understanding. The individuals with high achievement needs are highly motivated by competing and challenging work. They look for promotional opportunities in the job. They have a strong urge for feedback on their achievement. Such individuals try to get satisfaction in performing things better. High achievement is directly related to high performance. Individuals who are better and above average performers are highly motivated. They assume responsibility for solving the problems at work. McClelland called such individuals as gamblers as they set challenging targets for themselves and they take the deliberate risk to achieve those set targets. Such individuals look for innovative ways of performing the job. They perceive achievement of goals as a reward, and value it more than a financial reward. The individuals who are motivated by power have a strong urge to be influential and controlling. They want that their views and ideas should dominate and thus, they want to lead. Such individuals are motivated by the need for reputation and self-esteem. Individuals with greater power and authority will perform better than those possessing less power. Generally, managers with high need for power turn out to be more efficient and successful managers. They are more determined and loyal to the organization they work for. Need for power should not always be taken negatively. It can be viewed as the need to have a positive effect on the organization and to support the organization in achieving its goals. The individuals who are motivated by affiliation have an urge for a friendly and supportive environment. Such individuals are effective performers in a team. These people want to be liked by others. The manager’s ability to make decisions is hampered if they have a high affiliation need as they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals having high affiliation needs prefer working in an environment providing greater personal interaction. Such people have a need to be on the good books of all. They generally cannot be good leaders. 3. Goal Setting Theory In 1960’s, Edwin Locke put forward the Goal-setting theory of motivation. This theory states that goal setting is essentially linked to task performance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals indicate and give direction to an employee about what needs to be done and how much efforts are required to be put in. The important features of goal-setting theory are as follows: ï‚ · The willingness to work towards attainment of goals is the main source of job motivation. Clear, particular and difficult goals are greater motivating factors than easy, general and vague goals. ï‚ · Specific and clear goals lead to greater output and better performance. Unambiguous, measurable and clear goals accompanied by a deadline for completion avoids misunderstanding. ï‚ · Goals should be realistic and challenging. This gives an individual a feeling of pride and triumph when he attains them, and sets him up for attainment of the next goal. The more challenging the goal, the greater is the reward generally and the more is the passion for achieving it. ï‚ · Better and appropriate feedback of results directs the employee behavior and contributes to higher performance than the absence of feedback. Feedback is a means of gaining reputation, making clarifications and regulating goal difficulties. It helps employees to work with more involvement and leads to greater job satisfaction. ï‚ · The employee’s participation in goal is not always desirable. ï‚ · Participation of setting goal, however, makes the goal more acceptable and leads to more involvement. ï‚ · Goal setting theory has certain eventualities such as: Self-efficiency- Self-efficiency is the individual’s self-confidence and faith that he has potential of performing the task. The higher the level of self-efficiency, greater will be the efforts put in by the individual when they face challenging tasks. While, lower the level of self-efficiency, less will be the efforts put in by the individual or he might even quit while meeting challenges. Goal commitment- Goal setting theory assumes that the individual is committed to the goal and will not leave the goal. The goal commitment is dependent on the following factors: 1. Goals are made openly, known and broadcasted. 2. Goals should be set-self by individual rather than designated. 3. Individual’s set goals should be consistent with the organizational goals and vision. 4. Reinforcement Theory Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that an individual’s behavior is a function of its consequences. It is based on â€Å"law of effect†, i.e, individual’s behavior with positive consequences tends to be repeated, but individual’s behavior with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individuality, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individual’s behavior. However, it does not focus on the causes of individual’s behavior. The managers use the following methods for controlling the behavior of the employees: ï‚ · Positive Reinforcement- This implies giving a positive response when an individual shows the positive and required behavior. For example – Immediately praising an employee for coming early for the job. This will increase the probability of outstanding behavior occurring again. The reward is a positive reinforce, but not necessarily. If and only if the employees’ behavior improves, the reward can said to be a positive reinforcer. Positive reinforcement stimulates occurrence of a behavior. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has. ï‚ · Negative Reinforcement- This implies rewarding an employee by removing negative / undesirable consequences. Both positive and negative reinforcement can be used for increasing desirable / required behavior. ï‚ · Punishment- It implies removing positive consequences so as to lower the probability of repeating the undesirable behavior in future. In other words, punishment means applying undesirable consequence for showing undesirable behaviors. For instance – Suspending an employee for breaking the organizational rules. Punishment can be equalized by positive reinforcement from an alternative source. ï‚ · Extinction- It implies absence of reinforcements. In other words, extinction implies lowering the probability of undesired behavior by removing the reward for that kind of behavior. For instance – if an employee no longer receives praise and admiration for his good work, he may feel that his behavior is generating no fruitful consequence. Extinction may unintentionally lower desirable behavior. 5. Equity Theory of Motivation The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s motivation level is correlated with his perception of equity, fairness and justice practiced by the management. Higher is an individual’s perception of fairness, greater is the motivation level and vice versa. While evaluating fairness, employee compares the job input (in terms of contribution) to outcome (in terms of compensation) and also compares the same with that of other peer of equal cadre/category. D/I ratio (output-input ratio) is used to make such a comparison. An employee might compare himself with his peer within the present job in the current organization or with his friend/peer working in some other organization or with the past jobs held by him with others. An employee’s choice of the referent will be influenced by the appeal of the referent and the employee’s knowledge about the referent. Moderating Variables: The gender, salary, education and the experience level are moderating variables. Individuals with greater and higher education are more informed. Thus, they are likely to compare themselves with the outsiders. Males and females prefer same sex comparison. It has been observed that females are paid typically less than males in comparable jobs and have less salary expectations than males for the same work. Thus, a woman employee that uses another women employee as a referent tends to lead to a lower comparative standard. Employees with greater experience know their organization very well and compare themselves with their own colleagues, while employees with less experience rely on their personal experiences and knowledge for making comparisons. Choices: The employees who perceive inequity and are under negative tension can make the following choices: ï‚ · Change in input (e.g. Don’t overexert) ï‚ · Change their outcome (Produce quantity output and increasing earning by sacrificing quality when piece rate incentive system exist) ï‚ · Choose a different referent ï‚ · Quit the job ï‚ · Change self perception (For instance – I know that I’ve performed better and harder than everyone else.) ï‚ · Change perception of others (For instance – Jack’s job is not as desirable as I earlier thought it was.) 6. Expectancy Theory of Motivation The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual. The Expectancy theory states that employee motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated with an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that best efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job. Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of the relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships: ï‚ · Effort-performance relationship: What is the likelihood that the individual’s effort to be recognized in his performance appraisal? ï‚ · Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards. ï‚ · Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual. Vroom was of view that employees consciously decide whether to perform or not on the job. This decision solely depended on the employee’s motivation level which in turn depends on three factors of expectancy, valence and instrumentality. Buddhist Teaching For Motivation â€Å" ïÆ' £hi passikï‚ ¯Ã¢â‚¬  = â€Å"come and see† When consider about Buddhist teachings can identify good management systems focusing on various subject. According to the Buddhist teaching for motivation can not be categorized or can not be compared with modern or classic motivation theories. However as a teacher Buddha mentioned about his damma as â€Å" ïÆ' £hi passikï‚ ¯Ã¢â‚¬ . That mean â€Å"come and see†. According to that Buddha mentioned mainly self motivation. In most of the occasions the Buddha explains about self motivation is only way to get rid of that Samsara. As a result of that the teaching of Buddha mostly depends on self motivation. When examining about Tipitaka, gives lots of Damma preached about motivation. In the Kalama Sutta mentioned about self motivation as follows Kalamas, as you yourselves say, do not follow the leader, do not go by the examination of reasons, do not stick to wrong views, don’t go by this has to be so, don’t go by the words of your teacher, the recluse. Kalamas, you, yourselves should know: these thoughts are demerit, these thoughts are faulty, these thoughts are blamed by the wise, these thoughts undertaken and accomplished are not for welfare, they conduce to unpleasantness: Kalamas, then you should dispel them. If it was said, it was said on account of this. Come Kalamas, do not go on filling your mind persistently with what you hear, do not go by tradition, do not guess, do not go on the grounds of authority, do not turn to logical thinking, do not follow the leader, do not go by the examination of reasons, do not stick to wrong views, don’t go by this has to be so, don’t go by the words of your teacher, the recluse. Kalamas, you, yourselves should know: these thoughts are meritorious, these thoughts are not faulty, these thoughts are not blamed by the wise, these thoughts undertaken and accomplished are for welfare, they conduce to please: Kalamas, then you should grow them. (Anguttara Nikaya. Thika niapata. 3.2.2.5) In MahÄ gopÄ laka sutta mentioned these eleven factors, it is possible that the bhikkhu could come to growth and increase in this Teaching and Dispensation Bhikkhus, 1. How does the bhikkhu know matter. The bhikkhu knows as it really is, that all matter, is a matter of the four great elements and the matter that is held as mine. Thus, the bhikkhu knows matter. 1. How is the bhikkhu clever in marks? The bhikkhu knows as it really is, the fool by his actions, and the wise one of his actions. Thus the bhikkhu is clever in marks. 3. How does the bhikkhu dispel nits. Here the bhikkhu does not endure sensual thoughts chases them out, and makes them not rise again. Does not endure angry thoughts, chases them out, and makes them not rise again. Does not endure hurting thoughts, chases them out, and makes them not rise again. Does not endure arisen demerit chases it out, and makes it not rise again. Thus the bhikkhu dispels nits. 4. How does the bhikkhu dress the wounds? Seeing a form with the eye does not take the sign and details. To one abiding uncontrolled in the faculty of the eye, evil demerit of covetousness and displeasure may trickle down, to its control he feels, protects the faculty of the eye. Hearing a sound with the ear-Cognizing a smell with the nose-Coignizing a taste with the tongue, -Cognizing a touch with the body, Cognizing an idea with the mind, does not take the sign or the details. To one abiding uncontrolled in the faculty of the mind, evil demerit, of covetousness. and displeasure may trickle down. To its control he feels, protects the faculty of the mind. Thus the bhikkhu dress wounds. 5. Bhikkhus, how does the bhikkhu make smoke? Here the bhikkhu, explains the Teaching to others as he has learned and experienced, Thus the bhikkhu makes smoke. 6. Bhikkhus, how does the bhikkhu know the ford: The bhikkhu approaches learned bearers of the Teaching and Discipline, who know the headings, from time to time, to question and cross question, to know the meanings. So that those venerable ones would explain the hidden meanings and would dispel doubts. Thus the bhikkhu knows the ford. 7. Bhikkhus, how does the bhikkhu experience joy? In the Teaching and Discipline declared by the Thus Gone One the bhikkhu experiences meanings, in the Teaching and the resulting joy from it. Thus the bhikkhu experiences joy. 8. How does the bhikkhu know the paths. Here the bhikkhu knows the noble eightfold path as it really is. Thus the bhikkhu knows the path. 9. How is the bhikkhu clever in finding pastures? Here the bhikkhu knows, as it really is, the four establishments of mindfulness. Thus the bhikkhu is clever in finding pastures. 10. How does the bhikkhu make no mistake of not leaving a reminder? Here the bhikkhu accepts robes, morsel food, dwellings and requisites when ill, offered by householders out of faith, knowing the amount to accept. Thus the bhikkhu makes no mistake of not leaving a remainder. 11. How does the bhikkhu not pay attention to the forefathers of the Community. Here the bhikkhu attends with bodily actions of loving kindness, verbal actions of loving kindness, and mental actions of loving kindness, towards the leaders of the Community. Those with a long standing and needing special attention. Thus the bhikkhu attends to the forefathers of the Community. It is possible that the bhikkhu endowed with these eleven characteristics should come to growth and development in this Teaching and Discipline. (Majjima Nikaya, MahÄ gopÄ laka sutta Vol.i,4,3)As well as most famous venerable chulla panthaka’s story also mentioned that the Buddha only teaches the way to get rid of Samsara. Because in that story mentioned chulla panthaka there also learn in self motivation. Not only that story Kisa gothami, Patachara , Khema, stories also mentioned Buddha saw the only way of getting rid of that Samsara for those people. According to above mentioned statement illustrate self motivation is most important thing to understand the Buddhist teaching. In Dhammapada which is Most famous as Handbook of the Buddhist also mentioned some kind of motivation facts in their verses. The glory of him who is energetic, mindful, pure in deed, considerate, self-controlled, right-living, and heedful steadily increases. (Dhammapada 24) By sustaining effort, earnestness, discipline, and self-control let the wise man make for himself an island, which no flood overwhelms. (Dhammapada 25) Indulge not in heedlessness; have no intimacy with sensuous delights. Verily, the earnest, meditative person obtains abundant bliss. (Dhammapada 27) Heedful amongst the heedless, wide awake amongst the slumbering, the wise man advances as do a swift horse, leaving a weak guard behind. (Dhammapada 29) Even as rain does not penetrate a well-thatched house, so does lust not penetrate a well-developed mind. (Dhammapada 14) Though little he recites the Sacred Texts, but acts in accordance with the teaching, forsaking lust, hatred and ignorance, truly knowing, with mind well freed, clinging to naught here and hereafter, he shares the fruits of the Holy Life. (Dhammapada 20) Make haste in doing good; check your mind from evil; for the mind of him who is slow in doing meritorious actions delights in evil. (Dhammapada 116) Should a person commit evil, he should not do it again and again; he should not find pleasure therein: painful is the accumulation of evil. (Dhammapada 117) Should a person perform a meritorious action, he should do it again and again; he should find pleasure therein: blissful is the accumulation of merit. (Dhammapada 118) The flickering, fickle mind, difficult to guard, difficult to control – the wise person straightens it as a fletcher straightens an arrow. (Dhammapada 33) As a conclusion Buddhist teaching for motivation basically mean self motivation. It is helpful to the people to fulfil their aims and goals certain. â€Å"attï‚Å'hi attano nï‚Å'to- kohi nï‚Å'to parosiyï‚Å'† hoping someone’s help is useless. Because of that we can get only help from ourself. If someone can think like that he absolutely attains his goals without any barriers.

“Click” by John Barth Essay

Barth insight on the worlds technological advancement with computers gave him a good start on an interesting story. By incorporating today’s living with literature he turn out Click. â€Å"Click† some hated it, but some liked it. I think the lack of understanding of this story is what caused those people to dislike the story; the fact that the story was very long also had something to do with it. I will present the in-depth thought that made me understand and really like the story. Also I will put some points from the elements of fiction. I really like the concepts â€Å"Click† presented when I read it. There were some thoughts that the writer expressed, then there were some that was more in-depth and you had to think about. So lets begin the argument. One explicit theme to ‘Click’ is told best by Barth, â€Å"The Hypertextuality of Everyday Life†(73). Where each word can take you further and further into a maze of choices. The choices can go deeper which defines the terms of what you read. Those terms travels along side the paths of day by day activities. Until you get to an endless sea of terms, â€Å"given time and clicks enough, you will have ‘accessed’ virtually the sum of language, the entire expressible world. That’s ‘hypertext,'(75). I understood the combination of these words that are expressed to the fullest extent to be part of this story. The author gave so many side notes in parentheses or any other expressible notation that it could have drove the reader to throw the book against the wall. So, as Barth does so when he goes to express himself with the following â€Å"(because all these digressions, suspensions, parentheses, and brackets are setting the Narrator’s t eeth on edge†¦.)†(77). The text will be to long to show an example from the story. Lets try it anyway â€Å"(Parenthesized elements in this case = amplification that might indeed be cut, but might instead well be ‘hypertexted’ behind the bare-bones description, to accessed on demand, just as further amplifications [not given, but perhaps hypertexted] might lie behind {any highlighted/underlined words})† (76). With this quote you can click on the word that you want to get the information on. If you haven’t figured it out yet hypertext is usually used on a computer thus comes the title â€Å"Click†. Where the computer is the gateway to many passages to more information than any one human brain can handle. Where someone well rehearsed can crack the  highest of security codes with the whelms of their thought; all the way through to the illiterate who use two fingers instead of ten. Wait I’m getting sidetracked, which brings me to my next point of the story. Where â€Å"the flashy home page of their Web-server program, actually encouraging her (the character) to sidetrack here and there in the What’s new? And What’s Cool? Departments† .(78) Where the web give you so many options to go down. I don’t know if any one person can honestly navigate through the entanglement of â€Å"the World Wide Web (WWW), [without] the deployment of ‘bookmarks’ as shortcuts through that electronic labyrinth, the black hole of leisure and very antidote to spare time.† (77) It would have been to frustrating and so over whelming to be focus on one particular thing. Although once you start the journey that’s all one has is time when getting on the internet. Clicking is an action with a choice in a computer’s world. You can get lost with that massive instrument. You can also get lost with the twists of everyday life too. If you assume â€Å"everybody knows, after all (or believes that he or she know,) what ‘everyday life’ is, different as may be the everyday lives of , say, Kuwaiti oil sheikhs and American felons serving life sentences in maximum-security prisons without possibility of parole†.(74) You just deal with all the little conflicts and dilemmas. Where some one’s life can be painstakingly slow. While another’s is speed right through. The point of view of life will always be held by that individual. Where the authors point of view in this story varies. It goes from the third to the first then to the audience. The story is letting’s us experience the everyday life of each character. It is how their lives intertwine that make the story. A good story is drawn on many basis. Barth bring ups the point if a story has â€Å"this constant sidetracking, this what’s-the-rush digression, can take the edge off the main event by the time one gets to it, the way some restaurants lay on so many introductory courses and side dishes that one has no appetite for the entrà ©e†. (82) This concept with drain the life out the story or overly stuff them with tedious details. The audience will lose interest which will distract them from what the author wants to get through to them. If the story holds the â€Å"full agenda [which] was a single item, [the] top  priority always and only the bottom line, [the] eternal (and infernal) Let’s get on with the story in fact a Let’s get done with the story, for the reason†, (83) of a means to an end. The story will be so short that you won’t have much to go on to understanding the story in the first place. These two concepts alone causes a story to tarnish and be a waste of paper in some since. It is the combination of the two that makes a great story. â€Å"Its between fundamentally opposite views of and modes of dealing with the infinitely complex nature of reality† (87). The center of narrative gravity pulls us to the perception of reality on this story. Without the ying there is no yang that holds the boundaries of a story. â€Å"Their tendencies represent contrary narrative impulses of equal validity and importance.† (90) The opposites of each other that counterbalance themselves. Give us â€Å"[a] satisfyingly told story requires enough [Ying]—that is, enough detail amplification, and analysis— to give it clarity, texture, solidity, verisimilitude, and empathetic effect.† (90) The detail terms that can be taken out of the parenthesis sometime with give that require information (that hypertexted). â€Å"It [also] requires equally enough [Yang]—that is, efficiently directed forward motion, ‘profluence,’ on-with-the-storyness– for coherence, anti-tedium, and dramatic effect.† (90). The story has to keep to a single track, because if you split it up to much you have multiple stories with no ending. Where â€Å"CNG’s interactive E-fiction serendipitously supply the terms ‘Expediter’ and ‘Enhancer’ to shorthand the characterological differences that erupted†,(87) expediter being Mark and the enhancer being Valerie. Valerie the ying of the story. The one who you need to fill the story in with enough details to help the reader understand what it is all about. Where Valerie validates what Marks role have to do with the story by saying his concept is â€Å"who gave a damn?–[Mark’s] idea of living life was the same, Let’s get done with it, [an example of her situation] every time she saw him ready and fidgeting in the car a full ten minutes earlier than he knew as well as she they needed to leave for work, she was tempted to suggest that they drive straight to the funeral parlor and get done with it.† (83) That is what the expediter can’t help but do. Val’s statement † ‘I thought you  were the big moving-onner and I was the over-dwelling-on-things.’ â€Å"(88) The author gave us a foreshadowing uncharacteristic of, the intrapersonal relationship with Mark, Valerie where â€Å"(Val ‘s better than Mark, we remember, at shrugging of f their infrequent blowups)†. (87) Although by the end of the story you have â€Å"Val (who, decidedly herself even after deciding to be more Marklike)†, (91) Which we will confront of Marks behave. Then there is Mark the yang of the story. You need him to get to the point of the story and not to lead you to different paths that are available to access in the story. Where his thoughts were â€Å"having no timetable or deadlines doesn’t mean having no agenda or priorities†, (82) to give and example â€Å"Expediter and enhancer in the Supermarket, he with grocery list in one hand, pencil in other, and eye on watch, she already examining the (unlisted) radicchio and improvising new menu plans down the line†¦Ã¢â‚¬ , (79). Where that is the Enhancer for you, the person who comes up with more of the story and gives you a better â€Å"taste† variety. Where his uncharacteristic foreshadowing is shown with, â€Å"He’s less ready to take offense, but slower to put their occasional tiffs behind him.† (81). Also â€Å"(Val’s better than Mark, we remember, he tends to forget that and to project from his own distress [of dwelling on their argu ment longer ])†, (87). When toward the end â€Å"Mark (inescapably himself even when determined to be more Valish)† (91). The contradictory of the two characters gave the story its base. The â€Å"anonymous oddball whose homepage [was] http://www.epiphs.art† (78) alias CNG â€Å"who happened just then to be passing by and sympathetically so saw and heard them [at that horrible Saturday quarrel], or a couple not unlike them, toe-to-toeing it, and who then subsequently was inspired to imagine.† (84) Created and gave us the fictional story of Irma and Fred, who are the replacement to Valerie and Mark. They where part of the beginning (of the end) of the story. They along with millions of other names in the world are made up identities in order for its users to surf the web freely. It could also represent the wants of that individual to be someone else other than themselves. Although we are not going to get into that ordeal. The setup of the story begins with the near ending which in Marks case is â€Å"Lets be done with it† morality. CNG who is the supposedly author/narrator of the â€Å"Click†Ã‚  story. Kind of at first threw me off, because I thought the story was going to be a third person point of view. Well once the ideal of the end of the Irma and Fred story here comes the bulk of the actual story, where the Val morality is used. When the end of the end came it left me wanting more. â€Å"Valerie lifts one [long] [lithe] [cinnamon-tan] leg up and with her [left] [great] toe gives the Mac’ master switch a† (92). WHAT? I would have yell if I wasn’t in a crowded area when I read that last page. It leaves you with the daunting of the hypertexts of choices. Since this is a book you wouldn’t be able click on any of the above words to get the ending. You left tittering on the edge of a cliff that drops for days on ends. The taunting the author leaves you by not using the Mark in any good story. Yet that was his aim even for the ending to turn out to be happy and open to imagination.