What Men Can Learn from Women

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Sometimes the similarities between men and animals are scary. The preconceived idea of getting a new dog is exciting. You imagine taking your dog for a walk through the park. He looks up at you with those attentive eyes waiting for your lead. His coat shines brighter than the sunlight off the ocean during summer's twilight, while his manicured nails reflect on the pride the owner takes. As you encounter friends or acquaintances, they remark on how attractive and well behaved your new dog is. The reality of this fairytale is that long hours of frustration, days of resistance, and months of training are required to make this dream come true. Even with all the blood, sweat, and tears poured into your new dog, there is no guarantee that the net result will replicate your original vision. Thus, there are many lessons a woman has to facilitate to assist a man to walk on his own two feet.

One night, I went over to the apartment of a fellow co-worker. We were going to have a few cocktails before going out to dinner with some friends. I thought that I rang the doorbell to Jay's apartment; however, the door slowly creaked opened to an urban jungle. I did not comment on the interior of the apartment since it took about three minutes to put my eyes back in their sockets. After exchanging pleasantries, Jay asked the question that no single man in the city should ask. "What do you think of my apartment?" he asked proudly. Since I have worked with him for a couple of years, I felt I could be honest with him. "I think it looks great!" I said with a deadpan look on my face. "Have you ever invited any of your dates up here?" Jay's look of confidence faded to Rodin's The Thinker. "Most women that I invite here seem to leave within a few minutes of sitting down," Jay answered. This was the first time that Jay made the correlation between his date's early end with his apartment's condition. Jay never knew that it was not appropriate for a male in his twenties to have dirty clothes sprinkled around the perimeter of his apartment, nor have a refrigerator were the only vegetable available is the mold growing on the "aged" cheese. I decided to make a project out of Jay's ignorance towards filth.

The next weekend we went to IKEA to help reshape his apartment. This experience opened my eyes. I looked around and noticed that most single men are in much need of some female attention. They do not seem to perceive how their surroundings look.

The more that I started hanging out with Jay, the more I started to notice more things about him that made it seem like men never grew out of the Stone Age. Although Jay's clothes found a new home called a closet, they seemed war torn. Amongst all the cleaning, Jay seemed to have lost his razor and comb. Whenever our group of friends went out, I would have to be ready an hour early so I could go over to Jay's apartment to assist him in his evening preparation. I remembered that my brother had this same problem in high school. We would have to remind him to take off his football uniform hours after the game. He did not care that he stunk and looked disgusting. I began to realize that most men did not truly care what they wore, clean or dirty it did not matter. I showed Jay some of the new age inventions such as an iron, dental floss, and bathing in soap rather than cologne. The results were astounding. Every time we went out, I noticed that more women started to talk to him, changing his attitude. Jay spoke in a positive tone, rather than his cynical manner.

Buy What Men Can Learn from Women term paper

The toughest part of refurbishing Jay's apartment and his appearance was the reaction from his male friends and potential resentment that Jay could have towards me. Another time a group of us went out to dinner. While out, one of his friends made a comment about Jay's apartment and asked if I also picked out his clothes. I did not want to respond to his comment, but my friend Jessica inquired why he would ask such a thing. "It is always the case. Whenever a woman comes into a man's life they restructure everything about him until he loses his identity" another friend Tim answered. To my surprise, Jay spoke up and said that he welcomed the recommendations. "I have not changed one bit. People have been nice enough to show me a different perspective;" Jay responded back defensively, "I thought educated people are always eager for new ideas." It made me happy to hear Jay acknowledge that he was learning new things rather than mimicking my request.

Two weeks later, Jay's mother was rushed to the emergency room. While she was getting up there in age, a sudden terminal illness is always a shock. Jay was a trooper throughout the whole ordeal. Never once did I see him shed a tear and not even on the fateful day when his mother passed. His stone cold face seemed like it would never change expressions. Then one day, after work, I met up with Jay at the bar down the street. The cheers of "Norm" did not faze me as much as the amount of liquor that he consumed within the hour. Staggering towards the restroom, he dropped to the corner and started to cry. The tears seemed to be old and dated excited that they were now free and not pent-up inside. When I tried to ask what was wrong, a two-hour monologue ensued that covered the spectrum of life's inadequacies to how he never told his mother that he loved her. I just sat holding him and reassured him it was alright to cry; I was there for him.

We all know men are not supposed to show emotion. To do so is a sign of weakness. Therefore, when emotions came about, Jay suppressed them until the day his first breakdown occurred. I felt fortunate to be there to help Jay through it. I understand the fact that men display a front. My father and brothers are all the same way. So I listen to Jay. I consoled him for his loss of life in both the present and past tenses.

Several days later, he stopped crying. From there, we had the longest conversation we had ever had. He realized that there was no need to hold up a macho image .He started to dissolve the thought of gender roles. Jay started to become more self-sufficient. With his improved physical and emotional status, Jay started to enjoy a well-balanced life. If all men were able to feel that it was ok to express their emotions openly, they would have a lot less built up frustration.

I can remember the first time I truly know that I loved my new dog. It was several months after I brought him home. He tried to run to the door for me to let him out. Before I reach the handle, it was too late the floor was already wet. I sighed and the looked down. There were these beautiful brown eyes looking at me. He thought I was disappointed in him, but I was not. I was so proud of his attempt, because sometimes the learning process takes time. My dog appreciates my help and I appreciate the love he gives me in return. Like a proud teacher on graduation day, I see that some of the lessons were learned while others may never come. A woman can teach a man how to walk alone but cannot walk for him. Oh yeah, Jay is still working on keeping the toilet seat down, but I can tell that he feels bad when I look into his brown eyes.

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Work and Life

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http//www.eeo.nsw.gov.au/family/flexible/about.htm

Flexible work practices provide employees with more flexible and different employment arrangements.

Flexible work practices aim for the best possible match between the interests of your organisation to deliver services to the community and your interests as an individual employee.

The benefits of flexibility

Cheap University Papers on Work and Life

For employees

· helps you meet responsibilities at both work and home,

· helps you keep your desired career and status,

· helps you maintain an income while meeting family responsibilities, and

· helps you enjoy the benefits of both work and personal life.

For agencies

· better meets client needs through offering services at times to suit clients,

· increases ability to attract and retain a better qualified, more diverse workforce including those who cannot work full time or within standard hours,

· reduces recruitment and training costs by retaining staff,

· allows greater variety in work organisation and job design,

· reduces absenteeism, and

· encourages more committed, motivated employees.

What are your options?

Part-time work

Working, on a continuing basis, for less than the full-time weekly hours of the job at mutually agreed times. For example

· full days per week,

· 5 x ½ days per week, or

· 8 days over four weeks.

See also the brochure Part-time work what you need to know.

Job sharing

Voluntarily sharing the duties and responsibilities of one job amongst part-time employees and/or full-time employees. This can be on a continuous basis or for a specified period.

Part-time leave

Leave taken by full-time employees to work part-time for a specified period. For example

· part-time leave without pay,

· part-time maternity leave, or

· part-time extended leave.

Working occasionally from home

A temporary or occasional arrangement which allows work commitments to be met.

Leave for family and community care responsibilities

Short-term leave of a number of hours or days to meet family or community needs. This can be available through paid family and community service leave, use of recreational leave or leave without pay.

Flexible working hours

The flexible working hours agreement in the award allows for flexibility in working hours beyond standard hours. For more flexibility in attendance patterns, enterprise agreements may provide for

· shortened core time,

· expanded band width, and/or

· increasing the number of hours which can be accrued and the number of flex days available.

Part year employment

An ongoing arrangement for leave without pay for a specific length of time for part of the year, such as school holidays.

For the convenience of staff, pay arrangements may be made over the full 1 months to allow a steady income throughout the year.

Career breaks

Leave without pay for an extended specified period with the right to return to a position at the same level.

For example

· full-time dependent care for an extended period,

· full-time studies, or

· overseas travel.

Variable year work

Planned unpaid leave taken for a year after a number of years of work.

Equal employment opportunity

Staff on flexible arrangements need to have equal opportunity with other staff for

· effective supervision,

· training and development opportunities,

· participation in project teams,

· acting in higher duties,

· access to all positions except those which have proved to be unsuitable to perform on a flexible basis,

· promotion to management positions,

· a good standard of accommodation and equipment,

· participation in office discussions and decision-making according to level of responsibility, and

· access to information, for example planned organisational changes, mediation and grievance procedures.

http//www.dir.nsw.gov.au/workplace/flexible/

To achieve and maintain a competitive edge in business it is essential to attain the best results from employees. Flexible work practices can assist in this process by supporting employees with managing their work and family responsibilities. Flexible work practices which assist employees with family responsibilities can increase productivity and reduce costs as employers interests and employees responsibilities are matched.

Balancing work and caring responsibilities

Many Australian workers have caring responsibilities which they balance with their working lives.

The main focus of care and dependency has tended to revolve around child care issues. However, many workers have responsibilities which extend across generations or encompass caring for disabled persons. These carers provide a significant economic and social contribution to the health and community care systems and to society in general.

Declining birth rates and longer life expectancies have meant an upward shift in the overall age of the population. The Australian Bureau of Statistics (ABS) has projected that by the year 01, there will be .7 million people in NSW in the 55 years and over age group, representing 1% of the population. People aged 65 years and over will account for a greater proportion of the dependent population (ABS Cat. No. 446.1).

A major repercussion of this continuing trend is that families will have even greater responsibilities for the care and support of older relatives. The care of aged and disabled relatives will therefore assume increasing importance in the work and family agenda.

Who are the carers and the cared for?

The diversity of Australian families is reflected in the range of workers caring responsibilities - for children, people with disabilities, older relatives, partners (including same sex partners) and members of extended family structures. Workers responses to the demands of caring also varies across the community as a result of cultural and other factors.

Women tend to assume the greater share of caring responsibilities, and are more likely than men to reduce or leave their paid employment in order to fulfill these responsibilities. The carers inability to participate in paid employment may add financial pressure to the other pressures associated with caring.

The ABS reported in 14 that in Australia

§ 1. million people provided unpaid home care assistance to relatives or friends. 70% of these people were also in paid employment

§ 58% of women who were parents and carers were in the labour force, compared with 8% of men

§ about 70,000 employed people provided personal care/home help to family members with a disability or long term illness.

(ABS Cat No. 44.0)

A 1 study by the Australian Institute of Family Studies (AIFS) found that among the study group

§ 14% of employees with parents or parents in law, had to take time off to look after them

§ 17% of employees had to take time off to look after a spouse or partner

§ 0% of employees missed work to look after someone other than a child.

A 1 ABS survey of families found that, of the 1.5 million Australians aged 15 years or older, 6% had received care because of a disability, long-term illness or old age in the preceding 6 months. In about 60% of these cases, family members were the main providers of care, and the carers were predominantly female. 7% of the care recipients lived in the same household as their carer. In only about 5% of cases the care was provided by someone other than a family member, such as a government or voluntary service.

(ABS Cat. No. 4418.0)

Caring and flexible work arrangements

Many employed carers opt to use flexible working arrangements to balance their work and caring responsibilities. A number of factors affect the usage of these arrangements, including gender, family structure and the type of care provided.

The ABS found in a 14 survey that the usage pattern of flexible work arrangements differed for fathers and mothers in couple families

§ mothers were three times more likely to use flexible working arrangements to care for sick children than fathers

§ about one quarter of both fathers and mothers worked at home to take care of sick children

§ 41% of mothers and % of fathers chose permanent part time work so they could care for children

§ 1% of fathers and 10% of mothers worked shift work so they could care for their children.

The survey also found that use of flexible working hours was the most popular choice among both women and men in couple families for attending to caring responsibilities. To a lesser extent, these carers used long service or recreation leave (1% of women and 7% of men) and sick leave (% of women and 7% of men).

(ABS Cat No. 44.0)

The 1 AIFS study found that 7% of the permanent employees and % of casual and contract employees used flexible work arrangements for caring purposes. Employees involved in the study identified workplace flexibilities which would assist them in meeting their work and caring responsibilities. 44% of employees nominated child care and others nominated a range of flexibilities around the organisation of work, including

§ flexible working hours (15%)

§ change to, or elimination of shifts (8%)

§ part time work or job sharing (6%)

§ shorter working hours (6%)

§ improved leave policies (17%).

Caring for children

In June 1, some type of flexible working arrangements were used by nearly 50% of couple families in NSW who had children under 1 years of age and at least one parent working, to balance work and caring for children.

(ABS Cat. No. 4107.1)

The needs of sick children can make it more difficult for working parents to balance their work and caring responsibilities. In June 1, there were 151,700 families in NSW who reported having sick children at some time in the preceding 6 months. Over 50% of these families used arrangements other than time off work to care for sick children. Of those families which used such alternative arrangements, almost 60% relied on care by relatives, 17% relied on some other carer, over 10% took the sick child to work. Other arrangements included working from home.

(ABS Cat. 4107.1)

The AIFS reported in its 1 survey that

§ 46% of parents with children have to take time off to look after sick children each year, with mothers being more likely to take time off work than fathers

§ the average time taken off work to care for sick children is about .8 days per year for mothers, and .5 days per year for fathers

§ 8% of sick children are at home alone.

Carers and work

Often when people think of caring responsibilities, they think of parents with young children. However, under new anti-discrimination legislation, caring responsibilities extend further to immediate family, guardians and those with parental responsibility for a child. For example it includes caring for a parent, a child, a foster child, spouse, defacto partner, same-sex partner, grandchild, grandparent, sibling or other family member in need of the particular persons care and support.

In many cases, family members need care and support because they are frail, or have a disability, chronic illness or mental illness. People who provide these supports are referred to here as carers.

In NSW, 1% of the population, or almost 800,000 people, are carers. In fact, most people will either need care or provide care at some stage in their lives.

Carers help family members with personal care, health care, communication, housework, meal preparation, mobility, paperwork, property maintenance, social needs and transport.

Most carers (5%) combine their caring role with paid work, and the majority of employed carers work full time (6%).

The proportion of employees with care responsibilities has grown, and will continue to do so, due to a number of factors. These include the ageing of the population, the growing preference of women to be in paid work and government policies that support people to live in the community.

Employers can respond to these trends by supporting employees with caring responsibilities. In addition, the NSW Government has introduced legislation that makes it unlawful to discriminate against such employees. Employers should reasonably accommodate the caring responsibilities of employees.

Juggling the competing demands of work and caring can be stressful for employees, but there is good evidence that the right supports in the workplace can make a real difference for the employee, and have benefits for the employer as well. For employers, apart from fulfilling their legal responsibilities, the benefits of supporting carers include

ï‚· Reduced costs through less employee turnover, lower absenteeism and sickness, and higher rates of return on investment in trained and experienced employees;

ï‚· Improved labour flexibility through the availability of a larger, more diverse labour pool, improved access to scarce skills, and a better ability to meet peaks in workload;

ï‚· Enhanced motivation of employees, including improved morale, greater staff loyalty and reduced levels of employee stress;

ï‚· Improved business performance; and

ï‚· Good corporate citizenship and enhanced corporate image.

Every caring situation is different. The kinds of assistance that carers provide to their family member will vary depending on factors such as the age of the person receiving care, the nature of their disability or illness, the length of time they have needed support, whether or not they live in the same household, cultural background, and the community supports that they receive.

Carers needs may be very simple, such as the ability to leave work on time, or access to a telephone so that they can check on the person they support. Some carers will benefit from ongoing flexible arrangements, while others will need them on a temporary or sporadic basis. Also, peoples circumstances and needs may change over time.

A full definition of who is covered by this legislation is available from the Anti-Discrimination Board.

Creating a carer-friendly workplace

It is vital that employers are aware of their obligations to carers and other people with family responsibilities under the Anti-Discrimination (Carers Responsibilities) Act 000 (NSW). This information is available from the NSW Anti-Discrimination Board (see key contact numbers below).

There is a wide range of practical strategies that employers can use to support their employees with caring responsibilities.

When planning how your workplace can better support these employees, start by asking them what they think would help them, and involve them in making decisions about what provisions would be most helpful.

Provisions work best when they are built into the organisations broader activities and goals.

The following strategies have been shown to be effective in helping employees balance their work and care responsibilities

ï‚· Build a supportive culture that recognises that employees have care responsibilities and seeks to accommodate them.

ï‚· Implement flexible work arrangements, such as flexitime, part time work, job-sharing, flexible rostering, and making time up later.

ï‚· Implement leave provisions such as paid family, personal or carers leave, allow flexible use of recreation leave and offer unpaid leave for single days or block periods.

ï‚· Allow working from home on a temporary or long-term basis.

ï‚· Inform employees of their entitlements and options.

ï‚· Inform supervisors of employees entitlements and options, and encourage them to promote flexibility.

ï‚· Provide information on community services that can assist carers and the person they support. This could be done though an identified contact person, a lunchtime seminar, staff newsletters and/or a bulletin board.

ï‚· Arrange access to free or subsidised counselling services.

ï‚· Assist employees with the cost of community services.

ï‚· Provide access to facilities such as a room where carers can leave the person they support in between attending an appointment and finishing work.

ï‚· Ensure that carers have access to a telephone so that they can check that all is well at home.

What some people say

My boss and the other staff are very supportive. I am able to arrive late or leave early when necessary with their full support. They know Ill make up the time later.

Ann, office assistant

I thought Id have to leave my job, but when I explained my situation to my supervisor he was great. Together we worked out the flexible arrangements I need. Its working really well. Trish, bank officer Balancing Work and Life is one of our corporate values. Helping our employees to meet their caring responsibilities fosters commitment to the organisation and helps us to retain and attract valued employees.

David Smith, General Manager

Human Resources, NRMA Insurance Group

Work and families

Introduction

The labour market has changed significantly in recent times. The increasing number of women participating in the labour force, the rise in part time and casual employment and higher levels and longer durations of unemployment are some of the key trends to have a dramatic impact on Australian families.

The move away from the traditional `male breadwinner/female carer model of family life means that workers, and women workers in particular, are more likely than ever before to be balancing family responsibilities with paid work. Work and family issues have therefore become a priority on the industrial relations agenda.

The successful management of work and family responsibilities is a key issue for both employers and employees. There is evidence to suggest that businesses which ensure that their workplaces are family-friendly can reap the benefits of improved productivity and profitability. However, where employees experience conflict between work and family demands, this can translate into higher rates of absenteeism and staff turnover and low employee morale.

Just as conflict between work and family responsibilities can cause stress in families, unemployment in families imposes its own burdens. Unemployment has a direct impact not only on the unemployed person but also on the wellbeing of children and other dependents in the family.

This information aims to provide a `snap shot of Australian families in the labour market context.

Families and employment

In Australia in August 15

§ among couple families with dependants

- 5% (1,750,400 families) had one or both partners in the labour force

- 6% (1,17,000 families) had both partners in the labour force

- % had the male partner in the labour force

- 64% had the female partner in the labour force

§ among single parent families

- 85% (564,400 families) had a female parent

- 4% had a parent who was not in the labour force

- 44% (1,00) had an employed parent

- 7% had an unemployed parent

§ 46% of mothers with children aged 0 to 4 years were in the labour force, compared with 6% of fathers

§ almost 450,000 parents with children aged 4 years and under were not in the labour force, but wanted a job

§ there were 48,400 families with one or both partners unemployed.

(ABS Catalogue No. 60.0)

In Australia in 14, . million children aged 0 to 4 years lived in a family with both parents or the single parent employed.

(ABS Catalogue No. 44.0)

In NSW in October 14, approximately 0% of the work force had children under 1 years of age.

(ABS Cat. no. 4107.1)

Couple families

In NSW at June 1, couple families represented more than 80% of families. Just over half of these families had dependants.

The employment patterns of couple families with dependants in NSW differs significantly from those families without dependants. In couple families with dependents, 5% had both partners employed and 6% had one partner employed. In total, 88% percent of these families had one or both partners employed, while in couple families without dependants, only 56% had one or both partners employed. In couple families, either with or without dependants, where there was only one partner employed it was usually the male partner (88%) rather than the female partner (1%).

(ABS Cat no 446.1)

Single parent families

In New South Wales in 14

§ % of all families were single parent families

§ only 5% of single mothers were in the labour force, compared to 71% of single fathers

§ 6% of single mothers were employed full time, compared to 4% of single fathers

§ only 44% of single mothers with dependent children were employed, compared to 55% of married mothers with dependent children. However, full time employment levels for both groups were about the same (approximately 5%).

(ABS Cat. no. 446.1)

Families and unemployment

In NSW in the period June 18 - June 1

§ the number of couple families with one or both partners unemployed increased from 65,00 to 108,500

§ the number of single parent families with the parent unemployed more than doubled between 18 and 1, reaching 1,500 in June 1

§ the number of couple families with dependent children where both partners were unemployed nearly doubled between June 18 and June 1, when the figure reached 7,500. This increase was comparable to the increase in unemployment for single families

§ the number of families with no dependents where neither partner was employed increased from 4% to 6%, to 6,000.

(ABS Cat no 446.1)

Flexible Work Practices

Introduction

To achieve and maintain a competitive edge in business it is essential to attain the best results from employees. Flexible work practices can assist in this process by supporting employees with managing their work and family responsibilities. Flexible work practices which assist employees with family responsibilities can increase productivity and reduce costs as employers interests and employees responsibilities are matched.

This section outlines the benefits of implementing flexible work practices and indicates the range of practices available. A list of steps is provided to assist in the process of implementing flexible work practices.

Benefits of Flexible Work Practices

Flexible work practices enable employees to work productively while meeting their family responsibilities. It allows employees choice and versatility in ordering their lives.

The results of a family-friendly workplace can include

§ a reduction in employee absenteeism, lateness and stress

§ greater availability in the workplace for overtime, travel, shift work and training

§ increased employee motivation and commitment to the workplace.

These improvements can translate into benefits for the business in the form of

§ increased employee productivity

§ reductions in recruitment and training costs as staff retention is increased

§ improvements in attendance rates and reduced sick leave costs

§ maintenance and enhancement of workplace skill levels

§ a motivated workplace with loyal, diligent and enthusiastic employees

§ ability to attract skilled, efficient labour encompassing a diverse range of workers

§ compliance with industrial and anti-discrimination legislation.

What are Flexible Work Practices?

Flexible work practices are patterns of work that allow organisations to operate more effectively. They can assist employees in effectively managing work and family care responsibilities.

The main examples of flexible work practices are

§ Flexible working hours

§ Part time work

§ Job sharing

§ Career break schemes

§ Working at home

§ Part year employment

§ Family leave

1 Flexible working hours

Flexible working hours allow employees to work an agreed number of hours spread over a set period of time. Some awards and enterprise agreements allow employees to accrue hours, take time off in lieu for overtime worked, and accumulate rostered days off as part of their flexible work arrangements. A personal/carers leave provision is now an entitlement for all NSW award-covered employees allowing current and accrued sick leave to be used to care for a sick dependant.

Part time work

Part time work provides the opportunity to work fewer than the full time ordinary hours. It provides employment opportunities to employees for whom full time work is not suitable, with the benefit of continuity of employment and pro rata accrual of benefits.

Job sharing

Job sharing is a voluntary arrangement in which one full time permanent job is shared between two employees, each working part time on a permanent basis.

4 Career break schemes

Career break schemes provide for longer periods of unpaid absence from work. Employers may allow an employee to take a career break for a fixed period of up to several years. Reasons that employees might take a career break include full time child rearing or dependant care, an extended overseas trip or for full time study.

5 Working at home

Home-based work arrangements, such as telecommuting, enable employees to spend part or all of their working time at home, on a temporary or permanent basis. Contact with the employer can be maintained via telephone, modem, facsimile or regular face-to-face meetings in the workplace.

6 Part year employment

Part year employment allows the employee to take a number of weeks of unpaid leave in addition to standard holiday or long service leave. It is most useful for employees who wish to spread their annual leave entitlements to match school holidays.

7 Family leave

Short-term leave to allow employees to meet family and community service responsibilities may be provided, for part of a day, a day, or for a number of days. Employers and employees can negotiate additional entitlements through enterprise agreements. Under the Industrial Relations Act 16 employees are already entitled to parental leave, including maternity, paternity or adoption leave. NSW award-covered employees can access sick leave entitlements to care for a sick dependant.

http//www.scu.edu.au/admin/equity/flexibility/how.html

Southern Cross University is committed to developing a University culture which supports staff with diverse needs. In the rapidly changing world of work women now comprise slightly greater than 50% of the workforce, and this change to the structure of family life has brought with it the need for considerable flexibility in the organisation of working time.

In the 10s, fewer than 5 percent of Australian families fit the traditional image of a dual parent family with a male breadwinner and female responsible for domestic matters. Around 60 percent of all families with dependant children have both parents working. Diversity is now a permanent and dynamic feature of Australian families and workplaces.

Other factors apart from work and family matters have also led to the rise and rise of more flexible employment practices. Technological change has meant that regular periods of career development and upskilling are necessary for many workers, who may require reduced working weeks for a period of time in order to accommodate study. People with chronic health problems and disabilities are another group for whom flexibility of work practice has allowed many opportunities in employment.

I encourage all staff to consider how they can create a more flexible, family-friendly environment in our workplace. In this way we will continue to attract and retain top quality staff who are committed to our University.

January 18

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The Framework for Change

The University Plan

One of the major priorities listed in the University Plan is to develop strategies to improve the quality, depth and diversity of academic staff. The Plan also cites a number of pertinent values, ie including a caring attitude manifested in a well-developed nurturing response to others, and a sense of justice and fairness, involving a commitment to equity and access. The introduction of flexible working time arrangements will assist the University to achieve these staffing goals.

University Policy

In November 16 University Council approved a Family and Work policy to facilitate a more flexible working environment which supported the needs of workers with family responsibilities. The 17 enterprise agreements for general and academic staff introduced a deferred salary arrangement to enable staff to negotiate variable year employment.

ILO Convention

In March 10 the Australian Government ratified International Labor Organisation (ILO) Convention No 156 - Workers with Family Responsibilities. Article of the Convention provides that parties to it should make it an aim of national policy to enable workers with family responsibilities to engage in employment without being subject to discrimination and as far as possible without conflict between their employment and their family responsibilities.

Legislation

The federal Workplace Relations Act 16 requires the Australian Industrial Relations Commission to take account of the principles embodied in the ILO Convention. This means that employers should consider the needs of workers with family responsibilities and develop work practices which provide mutual advantages to both parties.

In addition, the University is bound by the federal Sex Discrimination Act (184) and the Affirmative Action (Equal Opportunity for Women) Act (186) which have been amended to include family responsibilities as grounds under which discrimination is unlawful.

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What Are Flexible Work Practices?

Flexible work practices include various types of work arrangements that are different from the to 5, 5-day week model of working hours. The Vice Chancellors introduction to this booklet explains that the world of work has altered significantly, and as a result the ways that we work are also changing.

The types of flexible work practices now existing in many public and private sector organisations include

permanent fractional work

temporary variation to level of appointment

job-sharing

career break schemes

part-year employment with or without deferred salary

short absences from work.

In considering requests from employees to change to a more flexible work schedule, the University will take account of the requirements of the workplace, and will approve such requests if it is determined that the workplace will not be adversely affected.

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Training for Managers and Supervisors

The Equity Office will conduct workshops for managers and supervisors entitled Managing Flexible Work Practices. These workshops will provide opportunities for the identification of problems and the exploration of solutions to maintaining service delivery while meeting employee requirements for flexible working hours and arrangements.

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Principles of Flexible Work Practices

These principles apply to various types of fractional work offered by the University (ie fractional work, job sharing), part-year employment, variable-year employment and career breaks.

Status and Support Fractional employees are entitled to the same status, managerial commitment and University support as full-time employees.

Job Design The principles of good job design should be adhered to for all jobs, whether fractional or full-time. Fractional work should be designed so that the workload is commensurate with the number of hours worked, offers varied tasks and involves skill development.

Developmental Opportunities Fractional employees are eligible for the same developmental opportunities which are available to full-time employees eg. study time, job rotation, programs, special projects and training, with appropriate consideration as to location, duration and timing.

Relieving Allowance Employees who work fractional hours should be regarded as available to perform higher duties; the employee may decline if a change of work pattern is involved, but it should not be assumed that the employee will not be available.

Good Management Practice The duration of work periods and total hours worked should be sufficient to incorporate sound management practices which promote participation, development, training and promotional opportunities.

Agreement Fractional work may be initiated by employees or employers. Participation is by agreement.

Pro-rata Entitlements Fractional work attracts similar entitlements to full-time work, on a pro rata basis. Staff are advised to carefully consider the impact on Superannuation benefits if they are seeking to reduce their workhours.

Participation Opportunity to participate in activities such as employee meetings and other employee networking activities is important if fractional employees are to make their full contribution to the University. Fractional employees need to be consulted along with full-time employees on any proposed changes in the workplace.

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Wal Mart

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Wal-Mart

Wal-Mart at a Glance

Wal-Mart Stores, Inc. is the worlds largest retailer, with $44.5 billion in sales in the fiscal year ending Jan. 1, 00, and is ranked as number one company on the FORTUNE 500 list. The company employs more than 1. million associates worldwide through more than ,00 facilities in the United States and more than 1,100 units in Mexico, Puerto Rico, Canada, Argentina, Brazil, China, Korea, Germany and the United Kingdom. More than 100 million customers per week visit Wal-Mart stores worldwide.

Retail Divisions

Guided by founder Sam Waltons passion for customer satisfaction and Every Day Low Prices, Wal-Marts four retail divisions -- Wal-Mart Super centers, Discount Stores, Neighborhood Markets and SAMS CLUB warehouses -- offer a wide variety of quality merchandise to consumers around the world.

Wal-Mart Milestones

16 first Wal-Mart in Rogers, Ark., opens.

16 company incorporated as Wal-Mart Stores, Inc.

170 first distribution center and home office in Bentonville, Ark. open; Wal-Mart goes public on the New York Stock Exchange.

17 annual sales top $1 billion.

18 SAMS CLUB warehouse concept introduced.

188 first Super center opens.

11 first international unit opens in Mexico City.

By the turn of the century Wal-Mart had been named Retailer of the Century by Discount Store News; made FORTUNE magazines lists of the Most Admired Companies in America and the 100 Best Companies To Work For; and was ranked on Financial Times Most Respected in the World list.

In 00, Wal-Mart became No. 1 on the FORTUNE 500 list and was presented with the Ron Brown Award for Corporate Leadership, a presidential award that recognizes companies for outstanding achievement in employee and community relations.

In 00, Wal-Mart was named FORTUNE magazines Most Admired Company in America.

Wal-Mart Involvement

Wal-Mart Stores, Inc. empowers its associates to serve the needs of their communities through its Good Works.

Initiative by Wal-Mart

Last year, Wal-Mart Stores, Inc., contributed more than $150 million to support communities and local non-profit organizations. Customers raised an additional $75 million with the help of our stores and clubs. Wal-Mart stock trades on the New York and Pacific Stock Exchanges under the ticker symbol WMT.

(http//www.walmartstores.com/wmstore/wmstores/Mainnews.jsp)

The Wal-Mart Story/ History [1]

Sam Walton, Founder

Sam Walton, the founder of Wal-Mart was born in Kingfish, Oklahoma on March , 118. After graduating from the University of Missouri in 140, he started his career by opening the first of several Ben Franklin franchises in Arkansas.

In 16 Sam Walton opened his first Wal-Mart in Rogers, Arkansas. His low price approach to retail soon became a model that all Wal-Mart stores would follow. Sell name brand merchandise at low prices.

By the 180s Wal-Mart had over 00 stores and had accumulated over 1 billion dollars in sales. Sam Walton had the idea of a unique decentralized distribution system that would help spur on further growth. By 11, Wal-Mart was the largest U.S. retailer with 1,700 stores nationwide.

Mr. Walton remained active in the company as CEO until 188 and chairman until his death in 1. Shortly before his death, he was awarded the Medal of Freedom from the President of the United States of America. When Sam Walton died, he was the worlds second riches man behind Bill Gates of Microsoft. The Wal-Mart Corporation was handed down to Mr. Waltons three sons, his daughter, and his wife. (http//people.moreheadstate.edu/students/jb/jdbent01/walmarthistory.html)

Benefits of working at Wal-Mart Inc.

With more than 1. million associates, Wal-Mart is the largest private employer in the world. To attract and keep the very best people, it offer competitive pay and benefits for both full-time and part-time associates, provide an exciting work environment, and operate every day according to three principles laid out by Wal-Mart Founder Sam Walton

1. Respect for the individual,

. Service to our customers, and

. Striving for excellence.

Specifically, Wal-Mart offers

• Competitive wages

• Profit sharing

• A 401(k) plan

• Stock ownership/stock loan program

• Paid vacation and holidays

• A discount card

• Medical and dental coverage

• Life insurance

• Accidental death and dismemberment coverage

• Short- and long-term disability insurance

• Free confidential professional counseling and assistance

• Scholarship bonuses

• Child-care discounts

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"Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common.

If you order your research paper from our custom writing service you will receive a perfectly written assignment on "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common.. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common. paper right on time.

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These days' obsessions can be from anything to everything. In the days of Abigail William, a character in the Arthur Miller play "the Crucible", obsessions were of power, authority and respect only. But, with all these obsessions in play over history, some have, been for one reason or another, been ignored. Obsessions with love in both today scene and "the Crucible" still follow this trend and have sometimes been ignored.

Abigail killed many people with her witch hunt, and for what? For her love of John Proctor, Abigail had many people imprisoned and others hanged. But, even though her love was so strong that people's lives were taken, her obsession was ignored by the common townsfolk. Even when her love was revealed in court the judge excused it and it was ignored. Here we see an obsession being ignored resulting in consequences that were huge. But, in the context, that particular obsession was not common. In the days of Salem in the 160's, obsessions were nothing except of ones social stature and religion. So here we see an uncommon obsession seen as being irrational and irrelevant. However, Abigail's obsession of witchcraft, although not as possessive as the obsession with love, was identified by Reverent Hale and also excused and ignored. Abigail clearly has an obsession with witchcraft as she so strongly believed that it would get back her loved Proctor. This obsession had the death penalty and still it was ignored at the time. In the context of "the Crucible" obsessions were not seen as they were today but were seen as either God's work or the work of Lucifer. Because Abigail's actions seemed Godly to commoners, her real obsessions were ignored.

People don't care these days if you have an obsession with love (to an extent). If you're wrapped in some guy you've just met at a concert, exchanged phone numbers and kept up to date with his personal life, will anyone find it abusive or stupid or even see it as being the wrong thing to do? No. Most people will not care about this love even if it becomes obsessive. These days you could sleep with a person that you've been committed to and the people of today will see it as being irrelevant and will ignore it. The story, the true story, of a girl, Jennifer Intermen, who turned 18 in 001 and lived in the western suburbs of Sydney, is something that touched the hearts of many people. Jennifer was raped at the age of and was abused during the early years of her life and at the age of 1 ran away to live with her boyfriends father. Some statistics state that when a child is raped or exposed to sexual intercourse at a young age, they are likely to have a need for sexual intercourse to make themselves feel better. This can be compared to when we take a Panadol for a headache to make ourselves feel more comfortable. Jen had an obsession with love or love making. She contracted several sexually transmitted diseases at the age of 16 and had slept with over 40 people, men and women, by 17. She had a mental disorder of a severer nature. Nevertheless, her obsession wasn't seen as a mental disorder, but was not thought of twice and her condition seemed was seen at a glance to be common obsession with love. December 001, the exact date is unknown; Jennifer killed herself by throwing herself off a bridge with bricks and rocks tied to her body. The reason was found early January when Police found a letter stating "that's four now that have stood me down. They don't like me anymore, they just don't love me." Her obsession was seen to be common and therefore ignored. This killed her. Abigail's obsession was ignored and this meant the death of many. Obsession with love is something that seems to be irrelevant with the examples provided.

It's not only obsession with love that goes unnoticed into the world. There are so many obsessions these days that we don't know about and don't care about. Some quick examples that can be seen in Deniliquin High are Lachlan Edward's obsession with his hair, Murray Evan's obsession with shooting, Mr Kalend's obsession with assignments or even me Howell's obsession with farting jokes. People who see these obsessions see them as being irrelevant and most ignore them, with the exception of Mr Kalend's students. Common obsessions throughout history have been recorded in novels, plays and other forms of literature. In Shakespeare's "Romeo and Juliet" a classic obsession of power, that both the Montagues and the Capulets had, was ignored to a point where one of the characters, Mercutio, was terminally injured. It wasn't until he was on his death bed that he realised the obsession with power that both houses had. He states he's plagued by both of the houses, which is exactly what their obsessions did to him. The obsessions that governed the mind of Rev Parris in "the Crucible" were also seen to be irrelevant to some. Proctor saw the obsession he had with power early in the play but other common townsfolk did not. Obsessions, big or small, can and will be ignored and can be seen as being irrelevant.

Buy "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common. term paper

The three main examples all ended with death as the consequences of ignoring the obsession. In some cases this is what can happen. In some cases the victim of the obsession can be unharmed and their life will continue for them. Nevertheless, common obsessions of the day are being made irrelevant and are being ignored. The consequences may not be death but for some it may be worse. Obsessions, in the context of the examples, are being ignored and are becoming irrelevant. To those with an obsession, pray you think of this is your obsession being seen as irrelevant?

Please note that this sample paper on "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common. is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common., we are here to assist you. Your research paper on "Obsessions are so common as to almost be irrelevant" Useing Authur Miller's "The Crucible"Definition: Obsessions, in the context of the example, are being ignored because they are seen as being common. will be written from scratch, so you do not have to worry about its originality.

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My lif is grand

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my life is soBNC National Diploma In Sport

Body In Action

Epoc Test (Excessive Post-exercise Oxygen Consumption)

Scenario

Write my Essay on My lif is grand

Newly appointed as an exercise physiologist, investigate the mechanics of fatigue and its effects on exercise using the cycle ergo meter in laboratory testing. You are interested in the recovery rate of prolonged exercise, and the effects of fatigue. Follow the experimental procedures prescribed, and maintain the protocols required for the experiment.

Procedures

A pre test questionnaire was given to each participant to see if they were fit to do the test, whilst the questionnaire was being filled in all the equipment was checked for faults. I had to abide by the laboratory procedures, rules and regulations that were explained to me by the tutor.

Method

The first thing we did was to adjust the bike ergo meter for the individual participants, when the bike was adjusted the participant started a -4 minute rest period. Expired air samples were taken throughout the test, starting with x -6 minute resting samples, when all the resting samples had been taken, the participant began to pedal at 1050 kg.m.min-1 (70 rpm with a work load of .5kg on the cradle). A record of the VE, %O, then the VO was calculated for all of the minute samples. We recorded at least five scores of 'steady state' samples as the VO scores levelled off before the participant was allowed to stop peddling. We continued to take expired air samples as the subject recovered on the bike; we stopped taking samples when the subject reached his/her resting level.

Equipment

Participants

Bike ergo meter

Gas analyser

Gas flow meter

Douglas Bags

Stopwatch

Heart rate monitor

Results table

Pen

Paper

At least three assistants

Calculations

The following equations were used to produce my results

· Work intensity (Kg.m.min-1) = Workload (kg) x One revolution (6m) x cadence (rpm)

· Work intensity (watts) = Kg.m.min-1 x conversion factor (0.16)

· VE (ATPS) = Volume of expired air (STPD)

(Collection time (mins) = L.min-1

· VO = VE {FIO FEO}

100 = L.min-1

Definitions

· Resting VO is the average VO value taken before exercise commences.

· Oxygen Deficit is the highest initial deficit from resting levels to 'steady state' exercise levels.

· Steady state exercise is the average VO during exercise when the demand for oxygen is aerobically met & maintained.

· Oxygen debt is the volume of expired air & utilised oxygen in the time after steady state exercise during recovery over and above resting levels.

Equation

good it goes like this have a nice day.

Please note that this sample paper on My lif is grand is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on My lif is grand, we are here to assist you. Your research paper on My lif is grand will be written from scratch, so you do not have to worry about its originality.

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IMPACT OF CORPORATE VISION AND MISSION STATEMENTS ON AN ORGANISATION.

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CHAPTER ONE

1.1 BACKGROUND OF STUDY

The function of Leadership the number one responsibility of a leader is to catalyze a clear and shared vision for the company and to secure commitment to and vigorous pursuit of that vision. As we discussed earlier, this is a universal requirement of leadership, and no matter what your style, you must perform this function.

Why is visioning and mission statements so important? What exactly is a vision and a mission statement? And how do we go about setting them?

Help with essay on IMPACT OF CORPORATE VISION AND MISSION STATEMENTS ON AN ORGANISATION.Answering these questions is the essence of this project work. The writer hopes to inspire its readers to put "catalyze a shared vision" as its number one priority.

I will present the "Collins-Porras Vision Frame work" a useful, concrete framework that removes the fuzziness that surrounds the topic yet, at the same time, preserves the magic or spark that's an essential quality of Vision. Throughout this project I will provide specific pointers on the process of catalyzing a shared vision, I'll like to provide you a quick snapshot of the overall structure that.

Figure 1.1

STRATEGY STRATEGY

TACTICS TACTICS

Figure 1.1 shows the basic flows you begin with Vision; move to strategy, and then to tactics. It also shows that vision is composed of three basic parts core values and beliefs, purpose, and mission.

I will explain each of these parts later in the chapter, and give many examples. But first I will explain why an organization should take on the challenging task of setting a vision.

Instilling an organization with a lasting corporate vision is a challenging task. As one manager told me, "By asking me to do this you're setting the bar at a very high level.

The purpose of this study therefore, is to ascertain the role which corporate vision and mission statements plays in the overall performance of an organization.

1. DEFINITION OF PROBLEM

The ability of organizations to formulate a clear strategy can be most tasking for the modern managers. And often times this puts to test the competencies and managerial capabilities of the leader of an organization.

There are thousands of pages in management literature written about strategy. Strategic Management is a required course at most business schools. Large consulting firms build client lists by selling "strategy solutions". There is good reason for this sound strategy is essential to attaining greatness.

But think for a minute about the word strategy. What does it really mean? Strategy is how one intends to go about attaining a desired end. It is the means to an end. Thus, it is wholly impossible to have an effective strategy unless you are clear absolutely clear about what the end point is. Strategy is a path to attaining your vision. Knowing how to get "there" is impossible if you can't articulate what "there" is.

Most companies let crises, firefights, and tactical decisions drive the company. We refer to this as "tactics-driving strategy". Vision should drive strategy and strategy, in turn, should drive tactics, not the other way around.

This may seem obvious and the reader may be wondering why the writer is harping on it. However, its practice is also extraordinarily rare. I've noticed that in my short career that in almost every company (including my present organization) with significant organizational problems, one of the root difficulties is the lack of a clear vision. As I write this thesis we have a group of consultants in-house at my company helping us out with a corporate vision. Meanwhile we have a strategy for the organization but no clear picture of what we hope to achieve or where we are headed. I hope the outcome of visioning going on in my organization right now will form the basis for a future work.

1. OBJECTIVE OF STUDY

Vision isn't necessary to make money; you can certainly create a profitable business without it. There are plenty of people who have made a lot of money, yet had no compelling vision. But if you want to do more than just make a lot of money if you want to build an enduring, great company then you need a vision.

If the historical evolution of great companies was examined closely companies like IBM, L.L. Bean, Hewlett-Packard, Mckinsey & Company, Sony, McDonald, NIKE, Disney among others you will find that at some point, while the company was still relatively small, key leaders instilled a compelling vision into the organization.

1.4 SIGNIFICANCE OF STUDY

In view of the great importance that a clear vision and mission statement plays in the overall performance of an organization and the last legacy the presence of such visions leave in an organization a sound and well articulated vision is a basic pre-requisite for an organization that desires to be great and stay above board.

This study will be useful to various managers and entrepreneurs of both big and small organizations who are saddled with the responsibility for steering the course of their businesses and ensuring the leave an institution that will survive them and stand the test of time.

Though these managers may be acquainted with visioning and mission statements, this study may add more to their knowledge of this topic or even raise questions which may create room for further research.

1.5 BASIS OF COMPARISON

In as much as one realizes that no attempt to compare the performance of business can provide absolute answers, however relative insight can be gained as the process of coming up with a Vision, Mission statement and a Strategy can vary from organization to organization.

It is therefore reasonable that comparisons should be made between companies with a clear vision and companies without a vision.

This writer believes is the only way the reader can fully comprehend and appreciate the impact that visioning makes on an organization.

1.6 SYNOPSIS

This work is structured in such a way that Chapter one dealt with the introduction of the research, objective and significance of study, definition of problem and also basis of comparison.

Chapter two dwells on the literature review and theoretical framework of the research.

Chapter three deals with research methodology focusing mainly on system of research.

Chapter four has its main thrust on data presentation and Analysis and finally chapter five is a brief summary, conclusion and recommendation.

REFERENCES

1. Vincent, D.R (18, March-April). Understanding Organisational Power.

Journal of Business Strategy, pp. , 40-44.

. Carlson, F.P (10, May-June). The long and short of strategic planning.

Journal of Business Strategy. pp. 11, 15-1

. Shapiro, B.P (188, November-December). What the hell is market-oriented?

Havard Business Review, 66, 11-15.

CHAPTER TWO

.1 LITERATURE REVIEW

Various researches have been carried out on the different aspect of this study, "Impact of Corporate Vision and Mission on an Organization". Among these researches are those done by Edward O. Welles, Harold Evans, Richard Barrett, Gregory G. Dess among others.

Richard Barrett (18), while writing on "Creating Vision, Mission and Values" recognized that a well-designed vision, mission and values statements are essential for building strong, positive corporate cultures and giving an organization a strategic direction and purpose.

The "Four Why's" process creates inspirational vision, mission and values statements that address the motivations of employees, customers and society-at-large. The vision statement describes how the organization will find fulfillment. The mission statement declares the organization's core business and sets out its intentions with regards to meeting stakeholders needs. The values create a code of behavioral principles that support the mission and vision and build a cohesive culture.

The "Four Why's" process offers several advantages over traditional methods

1. It separates the internal motivation from the external motivation of the organization. This gives greater focus and clarity to the mission and vision statements by specifically addressing the needs of the principal stakeholders e.g. employees, customers and society.

. It links every statement in a motivational chain. The internal mission and vision statements inspire employees. The external mission inspires customers. The external vision inspires society-at-large.

. The process allows every employee, division and department to develop mission and vision statements that are motivationally linked to the organization's vision and mission statements. Everyone can see how their mission makes a difference I serving the greater whole.

4. The values are chosen to support the internal and external motivations.

5. The vision, mission and values drive the process of building a Balanced Needs Scorecard.

Gregory G. Dess and Alex Miller in Chapter one of their book "Strategic Management" also threw some light on the impact of corporate vision and mission statement on an organization.

The writers went on to discuss Vision and Mission in details. The focus of their study was on strategy but with emphasis on how the presence of a Vision and a Mission statement affects the formulation of corporate strategies.

In the early phases of an organization, a company's vision comes directly from its early leaders; it is very much their personal vision. To become great, however, a company must progress past excessive dependence on one or a few key individuals. The vision must become shared as a community, and become identified primarily with the organization rather than with certain individuals running the organization. The vision must actually transcend the founders.

To illustrate this point, we like to use the powerful historical example of the founding and subsequent development of the United States. Instead of creating a country that depended on the continued presence on the then living leaders (Washington, Jefferson, Adams, et. Al.), the founders put in place a set of basic principles that would guide the country for centuries after their death.

In essence, the codified the vision of the country in the Declaration of independence and the United States Constitution. They thereby ensured that the future of the United States would come close to living up to their beliefs about how the country should run and, just as important, would not require the continued presence of these individuals.

The early leaders of America were smart by instituting the enduring principles of the constitution, they created the "glue" that would hold the country together even in the absence of a common enemy or the single "great dictator".

It's interesting to note that when Tom Watson, Jr. took over IBM from his father in 156, he had the constitution in mind when he took the top executives off-site to create the "Williamsburg Plan",.

In contrast, there is the example of Duncan Syme and Vermont Castings. Syme had a vision to make the best wood stoves in the world. He believed in this so much that he would personally stand on the production line to ensure that each stove met his exact standards. During the 170s, Vermont Castings became the fastest growing company in the wood stove industry, reaching sales of $million and margins as high as 60%.

Then, in the early 180's, Syme stepped away from daily operations and turned the company over to professional managers.

But her was a critical problem Syme's vision went into retirement with Syme. In his absence, the company lowered quality standards, diluted its traditional focus on wood stoves, reduced customer service and, pulled the company away from its original vision. Sales and profit growth flattened, the company lost its ability to bring out innovative new products, and many felt the company had lost its greatness.

Syme returned to Vermont Casting in 186 and got it back on track, reinstalling his vision and regaining the company's position as the premier wood stovemaker.

This time, however, he took an entirely different approach, as he explained to Inc. magazine. Instead of relying solely on himself to be the guardian of the "Vermont Castings Way", he began a process of ensuring that it was expressed in all operational decisions.

Creating a company with a vision rather than a company with a single visionary leader on whom everything depends, is difficult for some leaders. They like being the "visionary" the hero or great leader in whom everything depends. The truly visionary managers are those who make the vision property of the entire enterprise and instill it in such a way that it remains strong and intact well after the leader departs from daily operation.

. VISION

In strategic management, a vision refers to the goals that are broadest, most general, and all-inclusive. A vision describes aspirations for the future, without specifying the means necessary to achieve those desired ends. The most effective visions are those that inspire, and this inspiration often takes the form of asking for the best, the most, or the greatest. It may be the best service, the most rugged product, or the greatest sense of achievement, but it must be inspirational. As one observer puts it, "A vision must have an appeal to the emotions and aspirations of the troops but goes beyond the usual carrots and sticks.

If they are to inspire, visions must be communicated; often, to very large number of people. Communicating a vision takes place in two ways. The most obvious is the mission statement (which will be discussed later in this chapter). A less obvious, but perhaps an even better means of communication vision is through persuasive leadership. For example the behavior of the leaders espousing any particular vision will define what is meant by the terms used in a mission statement.

Bruce Merrifield, former deputy secretary of commerce, was convinced that small businesses, especially entrepreneurial high-tech firms were important to the US economy and that the department of commerce should actively seek to encourage their development. To explain his idea, Merrifield prepared three simple charts documenting the contribution of small technology firms to the US economy. In case he had an opportunity to talk about these points away from the office, he carried a smaller version of the same charts with him when he traveled. Managers, like Merrifield see that a critical part of their role is personal involvement in communicating their vision.

. MISSION STATEMENTS

A vision becomes tangible as a mission statement. Writing such a statement specifies a leader's beliefs about an organization and the directions in which it should move. It can also identify what is unique about the character of the organization.

Although they are still personal statements, not subject to any particlar rules regarding what they must include, mission statements usually attempt to answer several of the following questions

§ What is our reason for being? What is our basic purpose?

§ What is unique or distinctive about our organization?

§ What is likely to be different about our business to 5 years in the future?

§ Who are, or who should be, our principal customers, clients, or key market segments?

§ What are our principal products and services, present and future?

§ What are, or what should be, our principal economic concerns/

§ What are the basic beliefs, values, aspirations, and philosophical priorities of the firm?

.4 COMPONENTS OF CORPORATE VISION

A number of CEO's have told us that they can't seem to get their hands on what vision is. They've heard lots of terms like mission, purpose, values, strategic intent, but no one has given them a satisfactory way of looking at it that will transcend the morass of words and set a coherent vision for the company.

Out of this frustration comes, the Collins-Porras Vision Framework was developed (See Fig 1.1). Much of the material in this chapter is based on extensive research at Standford done by (Mcgraw.) and published in the article, " Organizational Vision and Visionary Organizations" (California Management Review, Fall 11). We need no go into all of the theoretical underpinnings and background research of the framework here. The essence of it is that a good vision consists of

§ Core Values and Beliefs

§ Purpose

§ Mission

Vision Component 1 Core Values and Beliefs

Core values and beliefs are where vision begins. Core values and beliefs ae like ether that permeates an organization its decisions, its policies, its actions throughout all phases of its evolution. Some companies refer to this as their "guiding philosophy".

They form a system of fundamental motivating principles and tenets precepts about what is important in both business and life, how business should be conducted, its view of humanity, its role in society, the way the world works, what is to be held inviolate, and so on.

The core values and beliefs come from inside you. You, as a leader of the company, imprint your personal values and beliefs about life and business through your daily actions.

And therein lies the crucial aspect of core values and beliefs they must be an absolutely authentic extension of the values and beliefs you hold in your own gut. You don't "set" values. The proper question isn't, "What values and beliefs should we have?" but rather "What values and beliefs do we actually hold in our gut?"

Example of Core Values from Johnson and Johnson

§ We believe that our first responsibility is to our customers.

§ Our second responsibility is to our employees

§ Our third responsibility is to our management

§ Our fourth responsibility is to the community in which we live. We must be good Citizens.

§ Our fifth and last responsibility is to our stockholders. Business must make good profit.

Vision Component Purpose

Purpose, the second primary part of a good vision, is an outgrowth of your core values and beliefs. Purpose is the fundamental reason for your company's existence-its ultimate reason for being. Your company's purpose dovetails with the sense of personal purpose that you and other members of the company hold deep within you, and thereby provides meaning to work.

A crucial aspect of purpose is that it's always worked towards, but never fully achieved, like chasing the earth's horizon or pursuing a guiding star. The enduring aspect of purpose is well illustrated by Steve Jobs, co-founder of Apple and founder on NEXT

I don't feel that I'll ever be done. There are lots of hurdles out there, and there's always a hurdle that I'll never reach in my lifetime. The point is to keep working towards it.

A statement of purpose should quickly and clearly convey why your company exists, how it fills basic human needs and impact the world. A good purpose statement is broad, fundamental, inspirational, and enduring. It should serve to guide your organization for at least 100 years.

Vision Component Mission

Mission, the third key part of an effective vision, is a clear and compelling overall goal that serves as a focal point of effort.

To quickly grasp the concept of mission, think of the NASA moon mission as articulated by President Kennedy in 161

This nation should dedicate itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth.

Unlike purpose, which is never achieved, a mission is achievable. It translates values and purpose into an encrisp, clear, bold, exhilarating. It reaches out and grabs people in the gut. It requires little or no explanation; people "get it" right away. Once you reach the top, you sight again on the guiding star and pick yet another mountain to climb.

A good mission has a finish line-you must be able to know when you've done it, like the moon mission or a mountaintop. A good mission is risky, falling in the grey area where reason says, "This is unreasonable," and intuition says, "But we believe we can do it nonetheless".

.5 OBJECTIVES OF VISION AND MISSION STATEMENTS

There are several reasons why businesses write mission statements. Businesses write them so clients will know what type of business they are, so employees know what to expect from the business, or to direct future decision-making. Adrienne Lumpkin of Alternate Access, a business that helps companies that do business by phone be more efficient, believes that their mission statement is important for two reasons. Externally it helps position you with other competitors, it shows you where you fit in the market. Internally it keeps you on track and in focus. Its easy to get diverted by the latest opportunity and the mission statement keeps you on track and keeps you motivated, explains Lumpkin.

Recently, what is now Triangle United Way underwent what president Tom Dugard of the United States refers to as a marriage and needed to rewrite their mission statement to incorporate three counties. A mission statement helps us in dealing with donors, says Dugard. We needed a central focus on why we are doing what were doing. When a business is spread over a wide area, such as with banks, a mission statement gives the organization coherence. It casts in concrete the guiding principles and mission of the bank, so theres a uniform understanding, says Alex McFadyen, Jr., manager of communication for First Citizen Bank. Susan Fonville of Triangle Bank agrees that having a mission statement only directs the organization but serves the client as well. In the process of making decisions, we go back to the mission statement, she explains. Its a common way of doing business, if you stick to the mission statement, the shareholders will be protected and know what to expect. Most businesses that have mission statements agree that the importance of a mission statement lies in keeping the business focused and always productive. Cheston Mottershead, Jr., president of TCI, an organization that provides rehabilitation services for disabled individuals, says that the mission statement keeps his organization where it should be. Its like a guide post, a focal point in the distance, the direction we look at it changes but our focal point never changes, says Mottershead.

.6 BENEFITS OF CORPORATE VISION

The following are benefits of corporate vision

§ Vision forms the basis of extraordinary human efforts

§ Vision provides a context for strategic and tactical decisions

§ Shared vision creates cohesion, teamwork, and community.

§ Vision lays the groundwork for the company to evolve past dependence on a few key individuals.

REFERENCES

1. Edward O. W (1) " A shared vision" Business Leader Online, pp. -5

. Harold Evans (10, January February) Implementing the Vision The lessons

Learned. Planning Review, pp. 18,-44

. Richard Barret (186, Fall). What business are we really in? The question

Revisited. Sloan Management Review, pp. 5-6

4. Gregory G. D & Alex M Strategic Management. (United States Mcgraw Hill,

1), pp , 4-0

CHAPTER THREE

RESEARCH METHODOLOGY

.1 SOURCES OF INFORMATION

The primary and only source of information for this study was through research into works done by various writers. From these writeup this writer was able to draw a conclusion.

.1.1 SYSTEM OF RESEARCH

The system of research for this study was based on written works by various write on this study.

.1. LIMITATION OF STUDY

This study was conducted based solely on researches carried out by other writers as stated above. It does not however mean that the writer drew her conclusion based solely on these researches. The writer was also fortunate to witness first hand at her current place of employment the impact the absence of a vision and mission statement can have on an organization.

Certain factors posed as limitations to this study. They are

1. The inability of this writer to lay her hands on works done on this study by Nigerian authors.

. At the time this research was being conducted various CEO's the writer wanted to interview were preoccupied and couldn't spare the time to discuss with her.

CHAPTER FOUR

RESEARCH ANALYSIS

4.1 INTRODUCTION

In this chapter, the information derived from various case studies will be analysed and a logical conclusion arrived at.

4. DATA PRESENTATION AND ANALYSIS CASE STUDIES

4..1 CASE STUDY 1 MIPS COMPUTER

MIPS Computer was founder in the mid-180s to capitalize on significant advances in computer technology. It had over $10 million of venture capital financing, state-of-the-art technology, and the promise of growing market demand for powerful computers. Yet, four years after its founding, it was in turmoil and on the brink of bankruptcy. Why?

MIPS had no clear idea of what precisely it was trying to do. It had no clear idea of what it wanted to become. Instead, the sales department blindly pursued every revenue opportunity, without asking the question what revenue opportunities make the most sense within the context of what we are trying to achieve?

This, in turn, drove R&D to develop (at great cost) a plethora of unrelated products, without asking the question how do these products help us attain our vision? MIPS leaders pursued joint ventures that severely limited the opportunity to distribute overseas, without market fit with our vision?

Of course the couldn't ask the question, as there was no clear vision. There was no clear vision. There was no focal point of united effort, and the organization gradually disintegrated into factions. Each faction blamed others for the perilous position of the organization. Morale declined. Good people left for better opportunities. Investors and customers lost confidence and, hence, cash flow went negative.

It took the leadership of a new CEO, Bob Miller, to save the company. Commenting on how he successfully pulled the company out of its malaise to a prominent position in the RISC Technology industry, Miller commented

"The most important question is what do you want to be five to ten years from now? The company never asked or clearly answered that question. That may seem simplistic, but posing that question was the basic solution. Only then could we make good strategic decisions".

4.. CASE STUDY THE UNITED STATES WAR IN VIETNAM

In terms of tactics and logistic, the United states Army was successful in Vietnam. Over a million Soldiers a year were transported to and from Vietnam, and they were sustained in the field better than an army in history.

In tactical engagements, the army had an extraordinary success rate, with enemy forces thrown back with terrible losses in engagement after engagement. Even so, it was North Vietnam that emerged victorious. How could the United state have succeeded so well, yet failed so miserably?

The reason was quite simple. The confusion over objectives had a devastating effect on the United States ability to conduct the war. The principals never defined either the mission or the number of troops. It seems incredible in retrospect, but it was the truth. Hence, there was no clear demonstration of what the strategy would be. Without this clarity of aim, it would have been absolutely impossible to even have a strategy in the first place.

4.. CASE STUDY STRATEGIC SOFTWARE, INC

Founded in 176 with no outside venture financing, Strategic Software's founders were dedicated to building a company that would provide excellent software products, financial stability for employees and owners, and a stimulating work environment. For the first seven years, employees and managers worked twelve-hour days in tiny cubicles. "It was us against the world" explained one of the founders. "We were a great team then".

Gradually, year-by-year, the company attained financial success (reaching $5

Million in annual revenue with healthy profit margins) and a stable customer base. In 18, it moved to a prestigious office complex with modern sculptures, perfectly manicured green lawns, water ponds, thick carpets, handcrafted cherry-wood furniture, and its own parking lot.

Then the whole place fell apart. What happened, of course, is that the organization had fulfilled its firs big mission (to reach a point where survival was no longer a question). It seemed like there was nothing more to work for. It had arrived. Its leaders should have created a new mission, but they didn't. And the organization stagnated, eventually putting itself up for sale.

REFERENCES

1. Gregory G. D & Alex M Strategic Management. (United States Mcgraw Hill,

1), pp 11-1

. Harold Evans (10, January February) Implementing the Vision The lessons

Learned. Planning Review, pp. 46-48

. Carlson, F.P (10, May-June). The long and short of strategic planning.

Journal of Business Strategy. pp. 1

CHAPTER FIVE

SUMMARY, RECOMMENDATIONS AND CONCLUSIONS.

5.1 SUMMARY OF FINDINGS

I would like to dispel the myth that setting a vision requires that you be should somehow with almost mystical or super-human charismatic visionary qualities. To believe this myth, every organization would need a CEO who is a cross between Churchill, Kennedy, and Martin Luther King. Indeed, many managers respond to the notion of vision by thinking, "It's not for me. I don't fit the stereotypical mold of a visionary."

But it is for you, no matter what your style or personal magnetism. Charisma's role in setting vision is vastly overrated. Some of the folks that have instilled extraordinary vision in companies didn't bowl us over with charisma. Bob Miller of MIPS, Bill Hewlett of HP, even Abraham Lincoln doesn't fit the stereotype of charismatic visionary.

The task before you is not to be a single charismatic individual with a vision. The task is to build an organization with vision. Individuals die; great companies can live fro centuries.

5. RECOMMENDATIONS

Corporate vision provides a context within which people at all levels can make decisions. The importance of this cannot be overemphasized.

A shared vision is like having a compass and distant destination in the mountains. If you give a group of people a compass and destination, they will probably figure out a way to get there.

They may encounter obstacles, detours, bad turns, and side canyons along the way. However, with the general directions of the compass, a clear end-goal, and the belief that they are working towards a worthy destination, they will probably reach the target.

In contrast, companies without a shared overall aim have no context, and their people wander aimlessly in the side canyons and take detours to nowhere. Such companies resemble overworked fire departments, with people responding to crises and revenue opportunities as they emerge, rather than proactively making decisions within a coherent conception of what the organization is ultimately trying to do.

Corporate vision forms the foundation that directs all the activities, policies, and objectives of the organization. It defines in clear terms the business of the organization as stated in the mission statement. This forms the basis for channeling all the resources of the organization.

5. CONCLUSION

The writer does not mean to imply that vision is necessary only if you want to become big. It is understandable that a company might want to remain a small company. If that's what you want, then you still need a vision. Why? Because if you're good, there will be opportunities to grow. The only way to remain small or big if that's what you want is to have a clear vision about what you want the company to be in the first place.

All organizations need to ask themselves where they intend to be X years from now. Only then can they make good strategic decisions. Strategy is impossible without first setting a vision.

Don't get me wrong. I don't mean to imply that tactical excellence (as illustrated in the Case study of the United States Vs. Vietnam) is unimportant. It's essential, but it should be within the context of a clear overall vision. Vision, then strategy, then tactics.

REFERENCES

1. Richard Barret The power of Purpose (London Macmillian, 18), pp. 10-15

. David K. Hurst Crisis & Renewal Meeting the challenges of Organizational

Change (Havard Business School Press, 15), p

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