Hotel Workers Industry - Free Essay Example

The hotel industry has long struggled to establish what truly makes hotel employees motivated and satisfied with their jobs. High employee turnover in the hotel industry is believed to be due to the nature of the work, its low pay, and its long working hours. Thus, to effectively address this turnover problem, employee motivation could be an on-going and critical issue for managers in hotel operations. (Chiang and Jang 2008) Chitiris (1990, 293) strongly emphasized the importance of motivation by stating that â€Å"Motivation is the prime determinant of behaviour at work and that high ability and high levels of job training will not result in high performance if the individual is completely de-motivated or under-motivated at work.† A review of the literature indicates that there are problems in the hotel industry such as inadequate pay, low job security, limited training and development opportunities, and excessive turnover. (Cheng and Brown 1998; Deery and Shaw 1999; Pizam and Thornburg 2000; Karatepe and Uludag 2007). There are also problems pertaining to unsocial work hours and workloads in the hotel industry. (Karatepe and Sokmen 2006; Rowley and Purcell 2001; Karatepe and Uludag 2007) The biggest challenge of employee motivation is that employees often motivate themselves, based on their perception of what they want to achieve and how they can achieve it. Howev er, managers who are aware of what their employees want from work can design a work environment that is able to accommodate employees needs and desires. At the same time, well-informed managers may be able to avoid common pitfalls that tend to reduce employee motivation. (Simons and Enz 1995) Riley, Ladkin, and Szivas (2002) cited in Taylor and Davies (2004) that according to the World Tourism Organisation, the worlds largest industry sector is the tourism and hospitality industry. Despite the concern about quantifying the definition of tourism as an industry, for the purpose of estimating employment it is considered to be one and a half times larger than the next industry. The accommodation sector has continued to exhibit growth over the last few decades, although at various rates, and is forecasted to continue this growth both in development and employment numbers. Weaver (1988) argued that hotel managers have experimented with various motivational theories and methods to ad dress the problem of declining productivity among their hourly workers. Most of these experiments have had minimal success, because they are based on reward systems that have little meaning for hourly workers. â€Å"If a company knows why its employees come to work on time, stay with the company for their full working lives, and are productive, then it might be able to ensure that all of its employees behave in that way† (Kovach 1987, 58). Such a company would have a competitive advantage over competitors that may be suffering from high absenteeism and turnover, costly re-training programs, and production slowdowns. Wiley (1997) emphasized that in the case of a lack of ability, appropriate training can be employed. Altering the environment to promote higher performance is the key in the event of environmental problems. However, if motivation is the problem, the solution is more complicated and testing. For motivational problems, the best source of information would b e the employee. Responses by employees regarding what ignites and sustains their desire to work may lead the employer to redesign jobs, increase pay, change the working environment, or give more credit for work done. The key is that managers avoid the assumption that what motivates them, motivates their employees as well. If hotel managers are able to satisfy their employees by understanding their underlying motivations better, it will play a part in retaining and motivating hotel employees and thus improve customer satisfaction in the long run. (Wong, Siu, and Tsang 1999) According to Robbins et al. (2008, 180), motivation can be defined as â€Å"The processes that account for an individuals intensity, direction and persistence of effort towards attaining a goal.† Intensity is concerned with how hard a person tries, and is generally the focus of motivation. However, high intensity is unlikely to lead to favourable job-performance outcomes unless the effort is channe lled in a direction that benefits the organization. Effort should directed towards, and is consistent with, the organizations goals. Finally, the persistence dimension of motivation is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal. Lee-Ross (2005, 255) elaborates on the significant link between motivation in the workplace and practical organizational-based outcomes such as productivity, commitment, job satisfaction, intent to stay and burnout. Fundamentally, Hackman and Oldhams (1976) theory of motivation is concerned with â€Å"internal work motivation† whereby a continuous cycle of motivation happens within the employee. In other words, the more effort expended on a job, the more motivated they would become.(Chiang and Jang 2008; Lee-Ross 2005) While on the job, motivation is important for individuals, and in some theories (e.g. expectancy or equity), researchers predict variations in th e evaluations of such outcomes as pay. But the evaluation of pay usually is just one of many outcomes and is frequently measured with little accuracy. (Mitchell and Mickel 1999) Besides its high labour turnover and labour-intensive nature, the hotel industry is often characterised by low job security, low pay, shift duties and limited opportunities for promotion. The studies of Lee-Ross (1993) added that these characteristics seemed to be more extreme in the seasonal sector. Understanding hotel employees attitudes and motivations has therefore become a useful area of research in the industry. (Wong, Siu, and Tsang 1999) Iverson and Deery (1997, 71) noted that â€Å"Turnover culture is best characterised as the acceptance of turnover as part of the workgroup norm.† Alternatively, it is a belief held by employees that turnover behaviour is quite appropriate especially in the hotel industry. In the hotel industry, employees strongly require intelligence, job knowledge a nd skills, and time management ability. However, without motivation, an employee will not advance in his or her career. (Wong, Siu, and Tsang 1999) The amount of effort an employee spends toward accomplishing the hotels goals depends on whether the employee believes that this effort will lead to the satisfaction of his or her own needs and desires. When a need or desire is unsatisfied, a person experiences tension that drives him or her to satisfy the need. People work hard to satisfy their needs and desires, and in this way they reduce their tension. From this straightforward approach to motivating employees, the key to facilitating motivation lies with managers accurately understanding what their employees want from their work. Using that knowledge, managers can more effectively channel employee effort toward organizational goals.† (Simons and Enz 1995) A category of motivational models is based on the assumption that personal growth and achievement is a primary mot ivating force among employees. These models emphasize on giving ones best efforts to grow and develop as an individual or to advance within the organization. (Weaver 1988) This category of motivational theories includes Maslows theory of self-actualization and Herzbergs theory of maintenance factors and motivational factors. Maslows theory of self-actualisation has no relevance in the work environment of hourly employees. On the other hand, career-oriented and salaried employees are more likely to be motivated by assurances that the organization will provide opportunities to actualize their full potential. (Weaver 1988) Herzberg divided working conditions into two sets of factors: maintenance factors and motivational factors. According to Herzberg, company policies, technical supervision, interpersonal relationships, salary and status, job security, working conditions, and personal life are maintenance factors; while advancement, recognition, achievement, possibility for perso nal growth, responsibility, and the work itself are motivational factors. Herzberg believes that maintenance factors have no power to motivate workers. Many hotel managers might agree with this argument, since their early years in the industry were probably characterised by unfavourable maintenance factors, yet they continued their career due to the presence of Herzbergs motivational factors. (Weaver 1988) Another argument of Herzbergs two-factor theory, also known as the motivation-hygiene theory, divides need satisfactions into extrinsic and intrinsic factors. The extrinsic factors (e.g. salary, working conditions, and job security) lead to job dissatisfaction if not met, but will not necessarily contribute to job satisfaction when they are met. The intrinsic factors (e.g. work itself, achievement, and recognition) are the actual motivators; they fulfil an individuals need for psychological growth. The extrinsic factors, on the other hand, merely prevent dissatisfaction. (Ko vach 1987) However, the conditions of employment Herzberg views as motivational factors do not apply to the work of hourly employees. (Weaver 1988) Weaver (1988, 41) stated that â€Å"Other models attempt to motivate employees by using psychological rewards or punishment or try to increase employees commitment and productivity by generating a sense of team or family spirit within the organization.† These models may backfire instead since the overuse of threats or reprimands may serve as a strong force against motivation. â€Å"Hostile and distrusting supervisors can dramatically shape employees working conditions, and, for many employees, can diminish motivation levels,† argued Simons and Enz (1995, 23). McGregors Theory X and Theory Y and Ouchis Theory Z describe motivational approaches managers have employed specifically to motivate hourly employees. (Weaver 1988) Theory X operates in the assumption that employees are lazy and have a strong dislike for work. Managers who subscribe to this view believe that employees will not be productive unless they are continually prodded and are punished by disciplinary action or the threat of dismissal for low productivity. Theory Y is based on the assumption that an employees presence at the workplace indicates that he or she is willing to work. Proponents of Theory Y believe that guidance and positive feedback are sufficient to motivate hourly workers to work well. In recent years, many hotel chains have made a conscious change from Theory X to Theory Y management. A change from Theory X management to Theory Y management will generally show positive results, since people respond better to encouragement and compliments than to prodding and punishment. However, workers will not always be willing to put out 100 percent effort just because their supervisor is nice to them. In addition to that, Theory Z is based on the Japanese management model, which focuses on a strong company philosophy and a distinct corporate culture. Companies that develop a motivational model based on Theory Z try to convince employees that they are part of a team or family. Some hotels are instituting such motivational programs. Interestingly, Weaver (1988) found that hotel employees are often more cynical than employees in most other industries, perhaps because they work in an environment where they see how people really behave when they are away from home. Hourly employees in the hotel industry are fully aware of what their interest are and are not easily motivated by programs that they perceive as being nothing but hot air. Lee-Ross (2005, 256-7) stated that â€Å"As long as an individuals job contains sufficient â€Å"content† variables such as skill variety and challenge, an outcome of high motivation and subsequent job satisfaction will result. He also argued that â€Å"the other â€Å"process† school contends that these outcomes depend not only on content variable s, but also on how workers evaluate the pros and cons of undertaking a job.† Motivation factors including pay, monetary rewards, opportunity for advancement and promotion have been examined in the hotel industry. Also, other motivation factors such as job responsibility, recognition from people, job challenge, feelings of accomplishment, and development of self-esteem have been identified important for hotel employees.(Chiang and Jang 2008; Wong, Siu, and Tsang 1999) The importance of intrinsic and extrinsic work motivation for hotel employees also varies due to their intensive labour work, low pay, image of low status and few opportunities for advancement (Chiang and Jang 2008). In moving across cultures, motivational preferences become even more interesting. The preferences of employees are expected to differ across nations and cultures. (Fisher and Yuan 1998) It is valuable to know exactly what employees value, and whether subgroups of employees have differing pref erences, so that reward systems can be appropriately targeted. Often, superiors misperceive the relative importance of various job characteristics for their employees. â€Å"To the extent that they do (misperceive), they may adopt less than optimal motivation strategies because they misunderstand employees needs and wants.† (Fisher and Yuan 1998, 517) The lack of attachment or loyalty plays a large part in the high rate of turnover among hourly employees. It also accounts for the lack of success of motivational efforts based on company loyalty or the promise of career advancement and personal growth within a company. (Weaver 1988) In 1946, industrial employees were asked to rank ten â€Å"job reward† factors in terms of personal preference. The results were as follows: (Kovach 1987, 59) Full appreciation of work done; Feelings of being in on things; Sympathetic help with personal problems; Job security; Good wages; Interesting work; Promotion and growth in the organization; Personal loyalty to employees; Good working conditions; and Tactful discipline. By 1986, the list looked like this: Interesting work; Full appreciation of work done; Feeling of being in on things; Job security; Good wages; Promotion and growth in the organization; Good working conditions; Personal loyalty to employees; Tactful discipline; and Sympathetic help with personal problems. In addition to comparing the employees factor rankings, the survey done in 1986 analysed the employees responses by subgroups (e.g. age and income). The underlying assumption was that the motivational effectiveness of the factors might vary according to gender, age, income level, job type and/or organizational level. (Kovach 1987) The 40 years of studies done by Kovach shaped the belief held by many motivational programs that money does not matter. (Simons and Enz 1995) In addition to that, in 1946 and 1986, supervisors were asked to rank job rewards as they believed employees would rank them. Their rankings remained almost the same for each year: (Kovach 1987, 59) Good wages; Job security; Promotion and growth in the organization; Good working conditions; Interesting work; Personal loyalty to employees; Tactful discipline; Full appreciation of work done; Sympathetic help with personal problems; and Feeling of being in on things. The rankings show that supervisors have a very inaccurate perception of what motivates employees. However, in 1992, the replication done by Wiley (1997, 268) in hotel employees showed a completely different set of rankings: Good wages; Full appreciation of work done; Job security; Promotion and growth in the organization; Interesting work; Personal loyalty to employees; Good working conditions; Tactful discipline; Feeling of being in on things; and Sympathetic help with personal problems. This could be due to the fact that hotel workers differed substantially from industrial workers. This difference in rankings indicates the need for different managerial strategies for motivating hotel workers, relative to those used for industrial workers. Hotel employees ranked good wages first, which may be a result of the relatively low wages of service-sector jobs. (Simons and Enz 1995) A research done by Charles and Marshall (1992) showed that Caribbean hotel workers may not have the same motivational preferences as workers in developed countries. Whereas wages have not been found to be an important motivator in similar research conducted in developed countries, they were ranked highest among this group of Caribbean workers. Proper motivation of employees is vital as it is directly related with productivity and retention. Employees who are content with their jobs, who feel challenged, and who have the opportunity to fulfil their goals will exhibit less destructive behavi our on the job. They will be absent less frequently, they will be less inclined to change jobs, and, most importantly, they will produce at a higher level. (Kovach 1987) Considering the evident relationship between employee and customer satisfaction, different approaches were experimented in the attempt to improve employee satisfaction. â€Å"Predictably, the list was led by compensation, although most anticipate this will become less important in the future. Employee recognition programs, the opportunity for career advancement and exposure to training followed in order of impact.† (Cline 1997, 24) The concept that employees may prefer interesting work over good wages is interesting, but the early studies were based on workers in manufacturing industries. It seems very likely that hospitality workers preferences would differ from those of manufacturing workers in important ways (Simons and Enz 1995) as it has been shown in the research done by Wiley in 1997. When try ing to motivate workers, managers often forget that the desire to do the job must come from within the employee and not from the supervisor. The manager can set the stage for motivation to happen, but cannot force motivation to occur. The level of effort and the direction of that effort are set by workers, based on their perceptions of the most rational way to satisfy their personal desires. What managers can do is to take employee desires into account to create an environment where high effort, properly channelled, will give employees some measure of satisfaction. For many hospitality employees, this optimum motivational environment may involve some form of cash incentive and potential for advancement. For others, it will focus on security and good working conditions. In most cases, a positive, respectful work environment has the potential to facilitate employee retention and generally also to set the stage for excellent performance. (Simons and Enz 1995) An interesting point of view by Siu, Tsang, and Wong (1997) explains that job factors that are considered by employees to have the greatest motivating power are usually those that are least present in the job. The ever-changing nature of the hospitality industry has created and reinforced a turnover culture. Employees generally enter the industry with the belief that there is limited career development and promotional opportunity. (Iverson and Deery 1997) Essentially, the human element in the hotel industry constitutes the basic determining factor for effective performance. Because of this reason, hotel management should increase employees interest in their work and develop such organizational structure and management policies as to create need-satisfying environment in which a wider range of employee needs than merely the simply hygiene needs could be satisfied. (Chitiris 1988) Reference List Charles, K. R., and L. H. Marshall. 1992. Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study. International Journal of Contemporary Hospitality Management 4 (3): 25-9. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=525003Fmt=7clientId=22212RQT=309VName=PQD (accessed March 12, 2008). Cheng, A., and A. Brown. 1998. HRM Strategies and Labour Turnover in the Hotel Industry: A Comparative Study of Australia and Singapore. International Journal of Human Resource Management 9 (1): 136-54. Business Source Premier. 10.1080/095851998341233 https://search.ebscohost.com/login.aspx?direct=truedb=buhAN=4176346site=ehost-live (accessed April 22, 2008). Chiang, C.-F., and S. Jang. 2008. An Expectancy Theory Model for Hotel Employee Motivation. International Journal of Hospitality Management 27 (2): 313-22. ScienceDirect. https://www.sciencedirect.com/science/article/B6VBH-4PJ6BW2-1/1/c263c7282bebd86a1f575b9889839fd2 (accessed March 2, 2008). Chitiris, L. 1988. Herzbergs Proposals and Their Applicability to the Hotel Industry. Journal of Hospitality Tourism Research 12 (1): 67-79. SAGE Journals Online. https://jht.sagepub.com.dbgw.lis.curtin.edu.au/cgi/reprint/12/1/67 (accessed March 10, 2008). Chitiris, L. 1990. Who Are the Work-Motivated Managers in the Hotel Industry An Exploratory Study. International Journal of Hospitality Management 9 (4): 293-304. ScienceDirect. https://www.sciencedirect.com/science/article/B6VBH-45TVDPD-V/1/dc3138d2b7584e8be5f3c816e654bd07 (accessed March 14, 2008). Cline, R. S. 1997. The Value of Human Capital. Lodging Hospitality, 20-4. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=18765546Fmt=7clientId=22212RQT=309VName=PQD (accessed March 5, 2008). Deery, M. A., and R. N. Shaw. 1999. An Investigation of the Relationship between Employee Turnover and Organizational Culture. Journal of Hospitality Tourism Research 23 (4): 387-400. SAGE Journ als Online. https://jht.sagepub.com.dbgw.lis.curtin.edu.au/cgi/reprint/23/4/387 (accessed April 24, 2008). Fisher, C. D., and X. Y. Yuan. 1998. What Motivates Employees? A Comparison of US and Chinese Responses. International Journal of Human Resource Management 9 (3): 516-28. Business Source Premier. https://search.ebscohost.com/login.aspx?direct=truedb=buhAN=4220004site=ehost-live (accessed April 24, 2008). Hackman, J. R., and G. R. Oldham. 1976. Motivation Through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance 16 (2): 250-79. ScienceDirect. https://www.sciencedirect.com/science/article/B7J20-4D5WNG6-HR/1/726828b8101dd8bf872a39fa064ee2ad (accessed April 25, 2008). Iverson, R. D., and M. Deery. 1997. Turnover Culture in the Hospitality Industry. Human Resource Management Journal 7 (4): 71-82. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=23350547Fmt=7clientId=22212RQT=309VName=PQD (accessed March 20, 2008 ). Karatepe, O. M., and A. Sokmen. 2006. The Effects of Work Role and Family Role Variables on Psychological and Behavioral Outcomes of Frontline Employees. Tourism Management 27 (2): 255-68. ScienceDirect. https://www.sciencedirect.com/science/article/B6V9R-4F6CRDP-1/1/adca5fff1a1b404535d326620d9fd47b (accessed April 14, 2008). Karatepe, O. M., and O. Uludag. 2007. Conflict, Exhaustion, and Motivation: A Study of Frontline Employees in Northern Cyprus Hotels. International Journal of Hospitality Management 26 (3): 645-65. ScienceDirect. https://www.sciencedirect.com/science/article/B6VBH-4KBX4S4-1/1/19f3bc55ac06bed4a46a6776772e067e (accessed March 24, 2008). Kovach, K. A. 1987. What Motivates Employees? Workers and Supervisors Give Different Answers. Business Horizons, 58-65. Business Source Premier. https://search.ebscohost.com/login.aspx?direct=truedb=buhAN=4530124site=ehost-live (accessed April 24, 2008). Lee-Ross, D. 1993. Two Styles of Hotel Manager, Two Styles of Worker. International Journal of Contemporary Hospitality Management 5 (4): 20-4. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=525107Fmt=7clientId=22212RQT=309VName=PQD (accessed March 4, 2008). Lee-Ross, D. 2005. Perceived Job Characteristics and Internal Work Motivation: An Exploratory Cross-Cultural Analysis of the Motivational Antecedents of Hotel Workers in Mauritius and Australia. The Journal of Management Development 24 (3): 253-66. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=858891291Fmt=7clientId=22212RQT=309VName=PQD (accessed March 13, 2008). Mitchell, T. R., and A. E. Mickel. 1999. The Meaning of Money: An Individual-Difference Perspective. Academy of Management Review 24 (3): 568-78. JSTOR. https://www.jstor.org.dbgw.lis.curtin.edu.au/stable/pdfplus/259143.pdf (accessed April 24, 2008). Pizam, A., and S. W. Thornburg. 2000. Absenteeism and Voluntary Turnover in Central Florida Hotels: A Pilot St udy. International Journal of Hospitality Management 19 (2): 211-7. ScienceDirect. https://www.sciencedirect.com/science/article/B6VBH-4090RYJ-B/1/a2e01fb9e334ca2af9fdb3b5eddf8b08 (accessed April 26, 2008). Riley, M., A. Ladkin, and E. Szivas. 2002. Tourism Employment: Analysis and Planning. Clevedon: Channel View Publications. Robbins, S. P., T. A. Judge, B. Millett, and T. Waters-Marsh. 2008. Organisational Behaviour. 5th ed. French Forest: Pearson Education Australia. Rowley, G., and K. Purcell. 2001. As Cooks Go, She Went: Is Labour Churn Inevitable? International Journal of Hospitality Management 20 (2): 163-85. ScienceDirect. https://www.sciencedirect.com/science/article/B6VBH-42VV810-5/1/e8353302617abc7a391358b15a352284 (accessed April 26, 2008). Simons, T., and C. A. Enz. 1995. Motivating Hotel Employees: Beyond the Carrot and the Stick. Cornell Hotel and Restaurant Administration Quarterly, Feb 1995. 20-7. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.cur tin.edu.au/pqdweb?index=0did=4683502SrchMode=1sid=2Fmt=6VInst=PRODVType=PQDRQT=309VName=PQDTS=1209126970clientId=22212 (accessed March 7, 2008). Siu, V., N. Tsang, and S. Wong. 1997. What Motivates Hong Kongs Hotel Employees? Cornell Hotel and Restaurant Administration Quarterly 38 (5): 44-9. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=18185362Fmt=7clientId=22212RQT=309VName=PQD (accessed March 17, 2008). Taylor, R., and D. Davies. 2004. Aspects of Training and Remuneration in the Accommodation Industry: A Comparison between Australian and Singaporean Providers. Journal of European Industrial Training 28 (6/7): 466-73. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=701328331Fmt=7clientId=22212RQT=309VName=PQD (accessed March 10, 2008). Weaver, T. 1988. Theory M: Motivating With Money. Cornell Hotel and Restaurant Administration Quarterly, Nov 1988. 40-5. ABI/INFORM Global. https://proquest.umi.com.dbgw.lis.cur tin.edu.au/pqdweb?index=3did=274882SrchMode=1sid=2Fmt=6VInst=PRODVType=PQDRQT=309VName=PQDTS=1209009749clientId=22212 (accessed March 2, 2008). Wiley, C. 1997. What Motivates Employees According to Over 40 Years of Motivation Surveys. International Journal of Manpower 18 (3): 263-80. Business Source Premier. https://search.ebscohost.com/login.aspx?direct=truedb=buhAN=95395site=ehost-live (accessed April 24, 2008). Wong, S., V. Siu, and N. Tsang. 1999. The Impact of Demographic Factors on Hong Kong Hotel Employees Choice of Job-Related Motivators. International Journal of Contemporary Hospitality Management 11 (5): 230-41. https://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=115921277Fmt=7clientId=22212RQT=309VName=PQD (accessed March 4, 2008).

The Cape Less Undercover Heroes Essay - 1699 Words

Have you ever seen the super hero that wears dark blue and a badge, but not wearing a cape? The person that is here to help in every way possible day or night no matter when or where? The ones who are here during the highest and lowest points for everyone because that is a part of their job. The ones who are here to help the people on this island, but most of the time are treated like the â€Å"bad guys†. These undercover heroes are the people we all know as police officers. Many people don’t realize that they dont have an easy job. They are the ones who need to enforce the laws and are looked at as the â€Å"bad guy†, but when they come to the rescue they are the â€Å"good guy†. The book Non-traditional Careers for Women states that, â€Å"Police†¦show more content†¦Seatbelts are the most effective means of reducing deaths and serious injuries in traffic crashes. The vast majority of all injuries and deaths from traffic crashes are preventable . Through my survey almost 100% of officers said that many deaths could have been prevented if they were just wearing a seatbelt. This is one ticket that anyway you look at it will help to save your life. Speeding is going any faster than the posted speed limit even one mile over. Police have to make a judgment call as to whether your excessive speed, over the posted speed limit, or your slower pace, is impeding traffic or endangering other drivers, in any way. If this is so they can pull you over and give you a ticket. It may seem like a burden at that moment, but this could save a life and help to keep you and other drivers safe to. A stop sign is a tool used to help prevent accidents from happening. A stop sign is used to control traffic and is usually found at road junctions. Stop signs instruct drivers the right of way and to ensure proper notice is taken to avoid accidents. The word stop is in white on red octagonal design. When you see one at any corner or junction people kno w that they must come to a complete stop, behind the line and can proceed only if the way ahead is clear. This is a simple task but not very many people do it according to Officer Burns. An article in The Garden Island newspaperShow MoreRelatedJoker and Batman Essay9227 Words   |  37 PagesWarner) to request more superheroes for their titles. In response, Bob Kane created a character called the Bat-Man.[2] His collaborator Bill Finger offered such suggestions as giving the character a cowl instead of a simple domino mask, wearing a cape instead of wings, wearing gloves, and removing the red sections from the original costume.[3] Finger came up with the name Bruce Wayne for the characters secret identity. In Jim Sterankos History of the Comics, vol. 1, Bill Finger reveals, BruceRead MoreOrganizational Beh.3758 Words   |  16 Pageso o O L Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame PEARSON Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Preface 22 1 1 What Is Organizational Behavior? 3 7 The Importance of Interpersonal Skills 38 What Managers Do 39 Management Functions 40 †¢ ManagementRead MoreCompare and Contrast Functionalism and Structuralism14315 Words   |  58 Pagessometimes show an unwillingness to help others in trouble. Kitty was raped too, and her story stimulated a massive programme of experimental social psychological research into the apparent paradox – that the more people who witness an event like this, the less likely it will be that any one of them will do anything about it. This came to be called the ‘diffusion of responsibility’ effect (about which you can learn more in Chapter 11). You may be shocked to learn that this story as told by Latanà © and DarleyRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesleft blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services: Ashley Santora Acquisitions Editor: Brian MickelsonRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesbiotechs were associated with ‘biopharmaceutical’ agents, for example recombinant insulin, the industry’s ï ¬ rst product, launched in 1982. Biopharmaceuticals have very speciï ¬ c effects (with arguably greater safety) and, thanks to their complexity, are far less vulnerable to generic competition. As a result, biopharmaceuticals became mainstream – contributing a quarter of global sales by 2006 – and leading players developed or acquired biological capabilities. Biotechs meanwhile broadened to pursue a huge

Bad Policing . When A Person Thinks Of A Policeman, A Variety

Bad Policing When a person thinks of a policeman, a variety of thoughts will probably come to his or her mind. Some people feel a sense of security or fear, while others have accomplished an actual camaraderie with policemen. Who feels safe? Who is fearful of police and why are they? The United States Constitution’s Fifteenth Amendment says, â€Å"The rights of citizens of the United States shall not be denied or abridged by the United States or by any state on account of race, color, or previous condition of servitude† (United States Constitution). Since the abolishment of slavery and the Civil Rights Movement, African Americans thought they would be equally treated in this country, but they have yet to have their wishes come true. Many†¦show more content†¦Today, there is a high number of black males that are incarcerated. People automatically assume when a police apprehends a black male that he will be going to jail. It is a well-established fact that racial and ethnic d isparities in arrest and incarceration are astronomical (Kutateladze and Lawson 980). Statistics show that despite making up only two percent of the total United States population, African American males between the ages of fifteen and twenty-four comprised more than fifteen percent of all deaths logged in 2015 by an ongoing investigation into the use of deadly force by police (alternet.org). Therefore, many black males no longer trust the police and think that the police are out to antagonize them. Even though the slavery of blacks ended in 1865, African Americans have since then still been mistreated and belittled. It is very scary situation once the people who are supposed to serve and protect begin enacting hate crime against blacks. The government may not say police brutality is a hate crime, but it is very much so. Deaths caused due to bad policing has dated all the way back to the early 1900s. Since Rodney King’s beating, up until the most recent victims, death changed the overall perspective of policemen. Some historians compare masters to modern day policemen because they show racial bias and kill many civilians as well. The

Fast food in Japan - Free Essay Example

Sample details Pages: 2 Words: 648 Downloads: 5 Date added: 2017/09/16 Category Food Essay Type Argumentative essay Tags: Customer Service Essay Fast Food Essay McDonalds Essay Did you like this example? The article introduces the history of fast food in Japan. It mainly focuses on McDonalds, but it does mention a few other restaurants such as Kentucky Fried Chicken, MOS Burger, and Mr. Donut. These restaurants are thought more of a social gathering place for families and friends to get together and converse and spend time with one another. Usually, most of the food purchased is shared. Fast food is not new in Japan, a fact that evident by the big array of fast food options that are available. Most of these options can be classified as â€Å"traditional Japanese fare†. Noodle shops at train stations, street vendors selling steamed sweat potatoes, chicken skewers, roasted corn on the cob, and boxed lunches are just a few of the many options available in Japan for a quick meal. The newest innovation to cuisine in Japan is the conveyor-belt sushi shops. It can be the ultimate quick food experience combing both traditional and modern characteristics of fast food deliver y. Pieces of sushi float past dinners on a conveyor belt on individual plates. The customer can then choose the pieces they want and drink tea from self service spigots right at their seats. These sushi shops are able to offer dinners quick service, with little, to no interaction with the staff. The article goes on to discuss how a person’s definition of fast food in Japan differs with age. The English term â€Å"fast food† translated into Japanese is fuasuto fudo. The food to which it refers to differs among whom you ask. Everyone has his or her own opinion of what fast food is. To some, it could be a piece of fruit bought at a convenience store for a snack, and to someone it else it could be a bowl of noodle soup. In America fast food is synonymous with unhealthy options, high in fat and calories. In Japan, it mostly refers to food that can be purchased easily and eaten quickly. To most people in Japan the symbolic golden arches of McDonalds is very familiar. T o others, they know what it is but have never eaten there. It is usually Japanese families with children and teens and young adults that frequent McDonalds. For the families is usually a special time. Most Japanese families only eat together once or twice a week, so it’s a special time for the family to be together. This outing to McDonalds turns into a precious memory for the family. The family would enter the restaurant and the mother would immediately go stand in line and order and pay for the food. The father would take the children to sit down and talk and entertain them until their mother returned with the food. When the Mother returned she would place the French fries in the middle of the table and the whole family would share. They would also share and pass around to each other hamburgers, and chicken nuggets, milk shakes and apple pies. The food did not belong to any one member in the family, it was shared by the whole family. It was common among couples and fr iends to share this way too. Although fast food chains here and in Japan look the same, and have the same menu, that’s where the similarities end. The most important role of food in Japan is to bring people together and give a sense of community† Ohnuki-Tierney is quoted as saying in the article. He goes on to say â€Å"Sharing food strengthens bonds among family and friends by establishing intimacy in the social relationship. I think this article does not really give a good representation of fast food in Japan. It gives us a very good idea why families frequent fast food places together and how they interact while there. We read a lot about McDonalds in Japan and read very little of other restaurants. Don’t waste time! Our writers will create an original "Fast food in Japan" essay for you Create order

Business Plan for a Night Club - 5490 Words

Prepared By: Anthony DiGiacomo Omar Lindo Nicole Terry Rachel Buckley Chris Tribble Jeff Owens Table of Contents Topic Page # #61623; Executive Summary 4 #61623; Mission Statement 8 #61623; Description of the Venue 10 Company Summary 11 Start-up Summary 12 Business Description 15 #61623; Market Analysis 16 Market Analysis Summary 17 Market Segmentation 18 Chart 1 Ââ€" Total UCONN Enrollment 19 Demographic Statistics 20 Target Market Segment Strategy 23 Service Business Analysis 26 Main Competitors 27 Strategy and Implementation Strategy 30 #61623; Marketing Plan 32 Marketing Strategy†¦show more content†¦Liquor $1,000 Misc. Supplies $1,000 Ice Machine $4,000 Soft Drink Dispensers $2,000 Coffee Machine $200.00 Microwave $300.00 Administration Systems $9,200 Internet Web Site $5,000 Initial Working Capital $40,000 Total = $292,850.00 Not included in start-up costs - Staff wages - Liquor Tax - Sales Tax - Any additional state or provincial taxes Business Description The emergence of a need for a place to have fun in the Mansfield/Storrs area represents a unique opportunity for a high-energy, dance-theme venue. The Meccas central location, demographics, and lack of direct competition are major advantages to this project. The proposed venue will provide a local solution to the lack of social atmosphere. It will be a live entertainment venue that will be geared primarily toward the 18-35 age group in the Greater Hartford area. The Mecca will specialize in high-energy themes, and will offer beer, wine and an array of liquors and mixed drinks. In addition, the venue will sell non-alcoholic beverages such asShow MoreRelated Sample Nigthclub Business Plan Essay874 Words   |  4 Pages Sample Nightclub Business Plan (www.bplans.com) BackgroundSummary The generation of today has a lot of focus on leisure and off-time. They are looking for ways to escape their everyday lives and let loose. Whether that is dancing to new age music, having a few cocktails, or dining out with reasonably priced food. A nightclub can provide all these accommodations, and is the perfect venue to open up is done with some thoughtful planning. There are some important elements to consider. Location isRead MoreEssay about Creating a Business Plan1119 Words   |  5 Pagesyou are heading in the future. That is why before you can start a business you need to draw up a detailed business plan. Business plans are considered blueprints. A business plan is what is needed to get your business off the ground and to attract potential investors. A business plan is way to show that you are in the business to make money. Introduce the company and the product/service idea for the new venture. Triple S Night Club is a new company that will offer high quality services to its clientsRead MoreMarketing Pl Blue Note Cafe s Need For Increased Sales1119 Words   |  5 PagesGuerilla Marketing Plan The focus of this marketing plan is Blue Note Cafà ©Ã¢â‚¬â„¢s need for increased sales. The owner Mr. Sammy Winder, contacted me as his marketing consultant to resolve his issue of decreased sells at his restaurant/bar/ jazz club. Mr. Winder expressed that he house the best local musicians, and have competitive prices for awesome drinks and food. When he first opened sales were at a high, however as of late, the sales has declined by approximately half. This has become an alarmingRead MoreMarketing Pl Blue Note Cafe s Need For Increased Sales1114 Words   |  5 PagesThe focus of this marketing plan is Blue Note Cafà ©Ã¢â‚¬â„¢s need for increased sales. The owner Mr. Sammy Winder, contacted me as his marketing consultant to resolve his issue of decreased sales at his restaurant/bar/ jazz club. Mr. Winder expressed that he have the best local musicians, and have competitive prices for awesome drinks and food. When he first opened sales were at a high, however as of late, the sales have declined by approximately half. This has become an alarming situation as the resultRead MoreBusiness Plan1439 Words   |  6 PagesBusiness Plan What is Blueberry Nights? Type: bar and restaurant for young people Category: II. class Service method: plate service Menu type: A’la Carte Opening hours: Sunday to Wednesday 10:00-22:00 Thursday to Saturday 13:00-05:00 No day off Target market: students, tourists and residents Location: Budapest, Margit kà ¶rà ºt Few steps from Margaret Island Easy to reach by tram Seating capacity: 120 (80+40) 1st floor: kitchen area, 80 seated restaurant, bar, armchairsRead MoreThe Human Resource Management Of Training1633 Words   |  7 PagesThis report discusses how the human resource management of training is affecting my workplace at the North Ryde Golf Club. The Club’s background will be surmised and the issue of training and why it needs improving will be addressed, evidence will be given to what areas need improving. Research will be drawn upon from the prescribed text and various other sources including a comparative study to the organisation of McDonald’s which has successful training systems in place. The comparison will allowRead MoreOpening a Nightclub for the Over 21 Crowd1418 Words   |  6 Pagesyears old. This nightclub is of interest to the author because she is very passionate about it and this type of business had always been the author’s dream. This chapter will discuss the relevant literature related to a) Customer service, b) License for restaurants and bars, and c) Types of entertainment. Review of Literature Customer service The author knows that a business will not succeed if the employees do not give the customers a quality customer service. Customers are most likelyRead MoreWhat Makes An Effective Leader? Essay717 Words   |  3 PagesHBR s 10 must reads on leadership. (2011). Boston, Mass.: Harvard Business Review Press. Article 1: What Makes an Effective Leader Central Theme: Article one focuses on the idea that in order to have an efficient or successful environment, whether it be a business, project, or group, a leader must be effective in their way of working and addressing such environment. The first article focuses not only in what a leader needs to do but why those factors characterize an effective leader. An effectiveRead MoreInterpersonal1363 Words   |  6 PagesHunter Davis-Interpersonal Communication Fight Club Fight Club, a 1999 American film, is a brilliantly constructed film of escaping reality and dealing with pain in the famous art form of fighting. Director David Flincher adapted the film from the 1996 novel. Main actors, Brad Pitt as Tyler Durden and Edward Norton as the narrator, act excellently as they deal with their reality by celebrating violence in underground fight clubs. The narrator becomes involved in a relationship triangle betweenRead MoreEssay on Ssi Case Distribution1537 Words   |  7 Pagespopularity of warehouse club stores threatened candy and tobacco jobbers. Small mom-and-pop grocery or convenience stores were able to purchase many products they needed at these warehouse clubs at the same price or less than what the distributors offered. Furthermore, the warehouse clubs provided a one-stop shopping experience so that the grocery stores could purchase a wider range of products at the club store than was sold by any one candy and tobacco distributor. For example, a club store may offer a

The Teacher Will Ask The Students - 981 Words

A. Hook/Launch: Estimated Time = 5-10 1. The teacher will begin by telling students that February is Black History Month. The teacher will explain that there are a variety of â€Å"heritage months†: Irish-American, Jewish, Puerto Rican, Women’s, etc. The teacher will ask the students â€Å"Why is it important to have these observances?† The expected response is that it provides cultural diversity. 2. The teacher will ask â€Å"Why is it important to know about other culture?† The teacher will bring up the concept of â€Å"Ethnocentrism.† The teacher will write the word on the whiteboard and ask students what it means. If necessary, the teacher will ask the students â€Å"What does ethno mean?† and â€Å"What does centrism mean?† The teacher will explain that†¦show more content†¦There are many who argue correctly that Black history is American history. 5. The teacher will then explain that he or she wishes to tie Black History Month to the topic that the class has been covering: World War II. The teacher will say â€Å"A lot of Black History Month has to do with remembering the movement from slavery to have an African-American president; it is about civil rights. The teacher will then ask â€Å"When we think of World War II, what’s the first thing that comes to mind?† The intended answer is the Holocaust (the teacher will guide answers, if necessary). The teacher will ask what the Holocaust was, who it affected, etc. The teacher will then point out that the Holocaust had some underlying themes that were similar to the culture of discrimination and racism in American at the time of World War II. At this point the teacher will move to the â€Å"Teaching† section outlined below. B. Teaching: Estimated Time = 25-30 Minute 1. The teacher will distribute copies of â€Å"Civil Rights during World War II Timeline† handout. 2. The teacher will present the â€Å"Civil Rights during World War II† PowerPoint via projector. a. Slide 1 – This slide can be displayed while the teacher is distributing the handouts. b. Slide 2 – The teacher will begin by asking about societal values pre-1983. Expected responses include discrimination and segregation. i. Jim Crow Laws – The teacher will point

Bacterial Nucleoid-associated Proteins

Question: Analyze the effect of various transcriptional regulatory proteins. Answer: An operon is a particular portion of genetic material that acts as a functioning unit and is composed of a cluster of genes that are controlled under a single promoter. In the process of transcription, there are two types of operons and those are, lac-operons or inducible operons and repressible operons (Dillon Dorman, 2010). A lac-operon is a unit composed of genetic material that is activated in the response to the presence of some particular chemicals. Repressible operon is an operon, whose transcription reduces when a particular substance mainly the end products of any biosynthetic pathway is present. The regulatory proteins are basically the product of the regulatory genes of an operon. An mRNA is produced by the regulatory genes of the operon that produces a repressor protein, which in turn binds to the operator site of the lac-operon. This lac repressor protein is also known as regulatory protein as it prevents the transcription of the structural genes by keeping away the RNA polymerase (Schleif, 2010). References: Dillon, S. C., Dorman, C. J. (2010). Bacterial nucleoid-associated proteins, nucleoid structure and gene expression.Nature Reviews Microbiology,8(3), 185-195. Schleif, R. (2010). AraC protein, regulation of the l-arabinose operon in Escherichia coli, and the light switch mechanism of AraC action.FEMS microbiology reviews,34(5), 779-796.