The Scarlet Letter: Pearls Impact on Main Themes

Pearls Impact on the Main Themes In The Scarlet Letter by Nathaniel Hawthorne, Pearl is a bastard child living in Boston during the 1600’s. Although she is the youngest character, she is arguably the most important because she emphasizes the main points in the story indirectly through her observations and questions. Two of the main points are that the scarlet letter represents sin and that sin is an inevitable part of life. Throughout most of the book, all the townspeople and even her own daughter, Pearl, associates the scarlet letter as a symbol of adultery, which is a sin.During their walk in the forest, Pearl makes several comments that reveal her opinions on the impact of the scarlet letter in her mother’s life. Firstly, she points out that â€Å"the sunshine does not love† her mother and when it sees her, the sunshine â€Å"runs and hides itself† due to the fact that â€Å"it is afraid of something on [her] bosom† (Hawthorne 220). In this conte xt, the sunshine refers to the innocence and the pureness of oneself which is the opposite of the scarlet letter, which represents sin.Because Hester committed adultery and is forced to wear the scarlet letter, the sunshine does not shine upon her because she is neither pure nor innocent. Additionally, the sunshine is also a representation of the community, because they too tend to ostracize her for the same exact reason. Since the sunshine and the scarlet letter are two polar opposites, they tend to avoid each other. In contrast, Pearl realizes that she is â€Å"a child† and since she does not â€Å"wear [anything] on [her] bosom†, then the sunshine will not flee from her (Hawthorne 221).Pearl indirectly makes the connection that the scarlet letter is a negative symbol, due to the fact that sunshine tries to avoid her mother, who wears it all the time. Conversely, due to the fact that she is a child and does not bear the sinful meaning of the scarlet letter on her bos om, the sunshine welcomes her under its rays. Even from a very young age, Pearl understands that the scarlet letter dictates her mother in every way. She also understands that it is a symbol of sin and nothing good can amount to it since sinful people are often ignored.Similarly to the point mentioned above, Pearl again, indirectly finds out that sin is a part of growing up. After making the association that the scarlet letter is a sinful thing, she tells her mother that she does not wear the scarlet letter yet. Hester responds to Pearl and says that she hopefully never will. Pearl is confused, and proceeds to ask her mother if the scarlet letter â€Å"will not come of its own accord when [she] [is] woman grown† (Hawthorne 221). The confusion among the young character reveals that she believes that her mother represents all the women in the community.By that, Pearl essentially believes that it is only natural that all people will eventually become sinful and bear the scarlet letter to represent it. It is a valid point but, Hester does not tell her whether she’s correct with the assumption. Instead, Hester avoids the topic and tells Pearl to â€Å"runaway†¦and catch the sunshine! It will soon be gone† (Hawthorne 221). Hester’s response can be interpreted in both a literal and figurative way. The literal response is telling her daughter to run and play before its starts getting dark. The figurative meaning is much more complex.In the paragraph above, sunshine has already been identified as ones pureness and innocence. When Hester tells her daughter that the sunshine is receding and advises Pearl to catch it while she still can, she is emphasizing the fact that sin is a part of life. Like the rotation of the sun, there comes a time in the day where it sets and all becomes dark. Pearl is currently pure and innocent because she is in the sunlight. However, her mother warns her that the sunlight is not going to be present forever and once it gets dark, she too will be sinful.The combined information about Pearl’s assumption and Hester’s figurative response to her daughter reveals to the reader that sin is an inevitable part of life. Pearl, being the youngest character, does not have the maturity to understand the complex world around her. However, her indirect observations and questions highlight the main points in the story. In this case, a few lines of her interaction with her mother reveals that her mother’s scarlet letter is a representation of sin and that sin is an inevitable part of life, which Hawthorne feels very strongly about.

Relationship Between Drop Height and Diameter of Plasticine Sphere Essay

PROBLEM: A student suggest that there is a proportional relationship between height at which a plasticine sphere is dropped and the diameter of the flattened part after dropping. Design an experiment to determine if this suggestion is true or not. AIM:To investigate the relationship between the drop height and the flattened part of a plasticine sphere after being dropped. HYPOTHESIS: As the height of the sphere plasticine increases the diameter increases. VARIABLES: Manipulating: The drop height of the sphere plasticine Responding: The diameter of the flattened part of the sphere. Controlled: The size of the ball, the surface area of the drop height and the material from which the sphere is made. APPARATUS: Sphere plasticine, meter ruler, Vernier caliper, string, marker METHOD: Make a sphere out of plasticine and measure its size using the Vernier caliper to maintain a constant size throughout the experiment. Get a flat and smooth surface area.  Use a meter ruler to measure 60m above the surface area and hold the plasticine to the ruler at the 60m and drop it. Wrap a piece of string around the flattened part of the sphere and use a marker to mark off where the string stops. Measure the length of the string up to where the mark stops using a meter ruler. Divide the length of the string by 3.14 (pi) to get the diameter. Record the drop height and the diameter of the sphere in a table. Roll the plasticine back into a sphere using the measurements from the Vernier caliper. Measure 40m above the surface area using a meter ruler and hold the plasticine to the ruler and drop it from that height. Wrap a piece of string around the flattened part of the sphere and use a marker to mark off where the string stops. Measure the length of the string up to where the mark stops using a meter ruler. Divide the length of the string by 3.14 (pi) to get the diameter. Record the drop height and the diameter of the sphere in a table. Roll the plasticine back into a sphere using the measurements from the Vernier caliper. Measure 20m above the surface area using a meter ruler and hold the plasticine to the ruler and drop it from  that height. Wrap a piece of string around the flattened part of the sphere and use a marker to mark off where the string stops. Measure the length of the string up to where the mark stops using a meter ruler. Divide the length of the string by 3.14 (pi) to get the diameter. Record the drop height and the diameter of the sphere in a table. EXPECTED RESULTS The sphere that has a drop height of 60m should have a larger diameter than the sphere with a drop height of 40m and 20m. The results should be recorded in a table. Height  Diameter DATA ANALYSIS: The height at which the sphere plasticine is dropped and the diameter are directly proportional therefore as the height increases so should the diameter. If the sphere dropped at 60m has a larger diameter than the sphere dropped at 40m or 20m then the hypothesis is accepted. If the sphere dropped at 20m has a larger diameter than the sphere dropped at 40m or 60m then the hypothesis is rejected. SOURCES OF ERRORS / PRECAUTIONS: A source of error is parallax error and a precaution to take to prevent this error is to do readings more than once, record them and find the average. Another source of error is not reading the Vernier scale on the Vernier caliper from the zero mark a precaution to take is to make sure that you start reading the Vernier scale from the zero mark.

Analysis of Mental Illness via Girl, Interrupted (1999)

Analysis of Mental Illness via Girl, Interrupted (1999) GIRL, INTERRUPTED 1 Introduction In the movie, Susanna (Winona Ryder) is diagnosed with Borderline Personality Disorder. Susanna bonds with a few different patients, including Lisa (Angelina Jolie) with sociopathic personality disorder, Daisy; Bulimia, Georgina; pathological liar and Janet as Anorexic. Susanna starts to work harder with her specialist (Vanessa Redgrave) and the medical attendant on the ward (Whoopi Goldberg). Girl, Interrupted was focused around the collection of memoirs of Susanna Kaysen, who truly did put in eighteen months a Psychiatric Hospital (Mangold,1999). DSM V Diagnosis Criteria (a) Distraught endeavors to stay away from genuine or envisioned relinquishment,(b) An example of temperamental and extraordinary interpersonal connections portrayed by exchanging between extremes of admiration and cheapening, (c ) Personality aggravations: especially and diligently instable mental self view or feeling of self,(d) Impulsivity in no less than two zones that are pos sibly self harming,(e) Repetitive self-destructive conduct, signals, or dangers or self ruining conduct,(f) Full of feeling flimsiness because of a stamped reactivity of mind-set,(g)Chronic sentiments of vacancy,(h)Inappropriate, serious outrage or trouble controlling annoyance, and (i)Transparent, anxiety related jumpy ideation or serious dissociative indications (American Psychiatric Association,2013). The first criteria for BPD in Girl, Interrupted, was having self-destructive contemplations and doing things to help a conceivable suicide by endeavoring what Susanna called an â€Å"impotent endeavor† to murder herself by taking a dose of aspirin with vodka. At the point when the attendant attempted to hold her she says to be watchful in light of the fact that she has no bones in her grasp. Later on, the advisor asks her the means by which she got the container of Aspirin in the event that she had no bones in her grasp, she reacts saying â€Å"then they’d return (Man gold, 1999). The second criterion was incurring damage on the body by cutting or wounding. After she endeavored suicide, she was hurried to the crisis room, and the cam point changed from everyone wildly moving around to help to her wrists. She had wounds everywhere on her wrists and she continued telling the specialists she didn’t have any bones in her grasp (Mangold, 1999). The third criterion was Susanna’s endeavors to stay in the connections to abstain from feeling relinquished. At the center of the film, she has a flashback of the illicit relationship she had with one of the instructors and with a fellow that she met after her secondary school graduation. In both cases, she was having hazardous sex and staying in the connections with the goal that she felt needed and cherished, and not dismisses (Mangold, 1999). The fourth criteria was filling the void that was generally felt by doing something she knew wasn’t correct yet provided for her rush. Susanna felt as though nothing was going how she needed it and she was the main individual feeling that way. In the film, Susanna and Lisa, a young lady in the organization, chose to escape the foundation and go on an excursion to visit an alternate young lady that had been there with them, Polly. Both of them knew they could cause harm, yet the proceeded at any rate (Mangold, 1999).

Art History 406 Term Paper Example | Topics and Well Written Essays - 1000 words

Art History 406 - Term Paper Example American art of this time depicted nothing more from its paintings but of merchants and planters in a style rooted in European traditions. From the ashes of the war rose two great American painters. Benjamin West was born on October 10, 1738 of Quaker parents in Springfield (now Swarthmore) in the Pennsylvania colony. His talent for painting was developed when as a kid he learned to draw from paints given to him by his Indian friends. At the time there were no art schools or reputable masters with a great collection of paintings for young artists to study, but by the mid-1750s West began to paint portraits in and around Philadelphia (Craven, 2003, p.136). While in  Lancaster, Pennsylvania in 1756, Wests patron, William Henry, a gunsmith, encouraged him to design a "Death of Socrates" based on an engraving in  Charles Rollins  Ancient History. The painting has been called "the most ambitious and interesting painting produced in colonial America" (Staley, 1989, p. 28). Dr. William Smith, the  provost  of the  College of Philadelphia, after seeing the painting in Henrys house, offered West education and introduced him to wealthy Pennsylvanians and politicians. During t his time West met  the famous painter, John Wollaston, an immigrant from  London who taught him techniques for painting the shimmer of silk and satin (Hughes, 1999, p. 68). In 1759 West went to Rome, where he spent three years studying the Renaissance and Baroque masters and ancient masterpieces. There he took time to sketch art works like Roman reliefs, more particularly those the Royal Academy with Sir Joshua Reynolds, its first president. Between 1772 and 1801, he was historical painter to King George III. West became one of the first American artists to win a wide reputation in Europe for Agripinna. In the picture, the group forming the center is based on an

Alexander pharaoh of egypt Essay Example | Topics and Well Written Essays - 750 words

Alexander pharaoh of egypt - Essay Example For thirty years, he established one of the biggest empires of the prehistoric world. The empire overextended from Egypt to Greece and also into the north western part of India. In fact, Alexander was never defeated in any wars and to date he is deliberated as one of the supreme prosperous military commanding officers. Further, in his crusade that was contrary to the mighty Persian Empire of Darius III, Alexander the great spent some months in Egypt. Regardless of the hostilities Alexander received from the Spartans, he emerged victoriously against Persia. The first war that he emerged victoriously was the battle of Granicus that was battling in the year 334 BC in present-day Turkey, and not so far from the prehistoric town of Troy. He was considered to have fought twenty thousand Persian horsemen and foot soldiers of the same number. After that, he moved to the western coast of Turkey, taking towns and trying to refute Persian navy of stations (Thomas, 7). The second major fight that Alexander won was the most significant of all fights. The war was known as the battle of Issus, which occurred in the year 334 BC, in southern Turkey at a prehistoric town known as Issus that was near to the present-day Syria. The Battle of Issus was directed by Darius III himself and Arrian estimates that Darius had a team of six hundred thousand troops. Due to this, Alexander was reluctant to go into a fight, and this made Darius think that it was a sign of nervousness. One attendant after another encouraged Darius and thus made him announce that with his Calvary, he will crush the Macedonian military. Therefore, he started to hunt Alexander but this at first seemed like he was overwhelming Alexander’s side. This changed after Alexander presented the Persian king with a battle, and the Persians could no longer apply their higher numbers well. In addition, Arrian wrote that the Darius leftward group ran scared immediately they started battling. This made the

Roman Fashion Essay Example | Topics and Well Written Essays - 1250 words

Roman Fashion - Essay Example The essay "Roman Fashion" discovers the fashion history in Rome. Due to lifestyle developments, individuals and societies have learned to use their clothing, with the aid of other decorations, as a form of nonverbal expression of their personality, occupation, status, and affiliation. Fashion refers to the way of carrying and styling these clothing with accessories, hairstyle, adornment and body art. Fashion does not merely converse individual identity in such a way that it instantly let other people see and understand a person, as it may speak of plain sophistication or even a personal rage, moreover, it demonstrate a social perception. This is greatly evident in the way fat women were once considered beautiful whereas current fashion trend have somehow made a vast promotion of diet, exercise and even surgery with its picture of beauty as being slim. A person can be identified to a certain tribe, organization or field of work by merely looking at his/her wardrobe. Attires may explai n a person’s role, may she be a housewife or a company manager. It can be a mode of displaying once wealth as well as poverty. As Thorstein Veblen, an economist of the book The Theory of the Leisure Class, has wrote â€Å"†¦our apparel is always in evidence and affords an indication of our pecuniary standing to all observers at first glance... â€Å". With its vast influence, stating all its implications would be a tedious job, if not impossible. Fashion has become so powerful that it can imply almost anything related to human. Costume and fashion, collectively, refers to manner and style of clothing. It is considered an art that decodes personality or culture at any particular time. With pictorial arts, costumes and fashion have revealed much of the history. It had managed to explain social transformation from the very remote past to the most current civilization. CHAPTER 1 ROMAN CLASSIC "From the Hellenistic Era to present day, fashion fads and statements evolved from similar backgrounds to make styles that seem new, but are really just "doctored-up" versions that can be traced back to the times of ancient Rome" (R.W.) Roman people have applied their creativity in every aspect of their lives including manner of clothing. Their garments were simple as it were basically made of wool with minimal use of stitch. Variations have eventually existed due to social status. Safety pins and knots give various shapes to their garments and undergarments; hence they have to designate a different name for each particular design. Toga was once the basic Roman garment for both men and women (Figure 1). Eventually women's clothing has to be made distinct. Similar to Greek himation, though much larger and more complicated in its draping. Toga's size and shape indicates social position. It is usually made of white wool and undecorated but had later been elaborated with gold embroidery during the late Empire. Tunica serves as their under garments for both men and women (Fig. 2). It resembles that of the reeks which were sleeveless. It is made of two wide cloths having sewn almost to the top leaving enough space for the armholes and neckline. It is fastened with pins or buttons and then held with a belt. Women's tunica are usual fuller and longer. As a symbol of decency and honor, married women wear stola (Fig. 2). Apart from its rectangular shape, it is a sleeveless tunic that resembles a toga which is a long wide cloth. It is a long garment that drapes around the body covering

Discussion Board Essay Example | Topics and Well Written Essays - 750 words - 2

Discussion Board - Essay Example Four issues have arisen regarding the criminal justice system and its relation to individual rights and social control – restorative justice, retributive justice, psychiatric imprisonment and transformative justice. Restorative justice assumes that the victims can be restored to a condition â€Å"just as good as† before the criminal incident and that penalties for wrongs include community service, restitution and other alternatives to imprisonment. Psychiatric imprisonment, on the other hand, treats crime nominally as illness and, therefore, could be treated by psychoanalysis, drugs and other techniques. Transformative justice, meanwhile, does not consider the life of the victim and the offender, nor make any comparison about it before or after the criminal incident. It assumes that all people can be transformed and not to re-offend nor avenge. (Criminal) It is in my opinion that the United States criminal justice process follows the retributive model. That is because our system uses punishment to â€Å"pay back† wrongful deeds. When we say pay back we do not necessarily mean primitive forms of vengeance, but imprisonment, capital punishment and other punishments that the law deemed proportionate to criminal acts done against other human beings and the society as a whole. Our retributive system does not advocate vengeance per se, but justice in response to the wrongs committed against the victims and innocents. (Maiese) There are three important features in the United States criminal justice system. First, the US criminal jurisprudence is designed to protect the rights of the accused. Second, it is an open system where the court responds and reflects to its environment and therefore, is inevitably connected to the political process. And finally the third feature is the interdependency of the agencies within it – the police, courts and correctional departments. Currently, the US criminal justice

Dickens's Treatment of Education and Social Mobility in Hard Times Essay

Dickens's Treatment of Education and Social Mobility in Hard Times - Essay Example Utilitarianism was the brainchild of Jeremy Bentham ( 1748-1832), a personally eccentric philosopher and social reformer, who held that virtue was a matter of utility: an action was good if it helped to bring about the greatest happiness of the greatest number. Promulgation of that happiness was the function of the State, and education of the populace and extension of political franchise were fundamental tenets of Benthamism. Political Economy, on the other hand, was a socio-economic system deriving from Adam Smith ( 1723-90) and David Ricardo ( 1772- 1823), whose disciples taught that the distribution of wealth was governed by immutable laws of nature. National prosperity depended on the profits of industrialists, and the wages of workers could not rise without jeopardizing economic harmony, to the detriment of workers and industrialists alike. Because the pursuit of individual self-interest was held to promote the general welfare, the duty of the state was to adopt a policy of lais sez-faire, in order to allow that inevitable process to operate freely, without interference. ( Dickens, Schilicke, 1989) Dickens was vociferous against these theories and as he wrote to Charles Knight, he directed his satire " against those who see figures and averages and nothing else----the representatives of the wickedest and the most enormous vice of this time." (30 December 1854, Letters, 7: 492). Dickens was above all a humanist, and he deeply resented the reduction of human beings, their activities and perceptions to bare facts and figures, without emotion, feeling, or imagination. Having already written books like Oliver Twist and Nicholas Nickleby, he had realised that his satire and criticism hit home, and thus deliberately set out to write a novel in the background of industrialisation and its resultant severe inequalities of wealth, social class and education. 2.0. Coketown: the emblem of Dickens' message In the course of the novel, Dickens' fictional Coketown, loosely based on towns like Manchester in Northern England and the Lancashire town of Preston, becomes emblematic of Dickens' perception of the connections between industrialisation, utilitarianism, education and the Victorian society. In Chapter 5 he describes Coketown: "It was a town of red brick, or of brick that would have been red if the smoke and ashes had allowed it; but as matters stood, it was a town of unnatural red and black like the painted face of a savage. It was a town of machinery and tall chimneys, out of which interminable serpents of smoke trailed themselves for ever and ever, and never got uncoiled. It had a black canal in it, and a river that ran purple with ill-smelling dye, and vast piles of building full of windows where there was a rattling and a trembling all day long, and where the piston of the steam-engine worked monotonously up and down, like the head of an elephant in a state of melancholy madness. Dickens paints the picture of an unnatural, defaced, polluted town filled with the noise and stench of machines at work, which is "savage". All public inscriptions in the town which are essentially its voice, are written in "black and white", in effect colourless, banal, with no identity of their own. It is the antithesis of individuality and personal freedom of expression, which are so essential to human happiness and virtue. It pays no tribute to civilisation, culture or refinement, everything in it is "severely workful" and utilitarian. This starves the human craving

English paper Essay Example | Topics and Well Written Essays - 500 words - 1

English paper - Essay Example My quest for knowledge and learning ability leads me to write efficiently and learn more in the field of writng. I have the ability to express my feelings about different subjects, like life, nature, politics, history and so on. This course helped me in understanding writing from a different perspective which further helped me in polishing my existing skills. My attitude towards writing changed after the course as I learnt to give my own opinion when it came to discussion about different topics. I no longer depend on other’s opinion and have developed the potential to write on any subject using my own researching skills. I have learnt not to plagiarize and try to research and provide original content with my personal views and knowledge. The originality of the work is what I have learnt through the course. The course has helped me to learn about different topics and study them clearly. I have been able to critically assess different works and pin point the views put down by ot hers. By amalgamating different views and assessing them I have been able to grab the skills of a critical analyst. With time I have also been able to put forward arguments to my own opinions. Arguments to my own opinions help me greatly when it comes to deriving conclusions. In my view a good piece of writing has to have no weakness or so. In my view a good piece of writing is when person is able to express his opinions about a topic with the ground facts about it. The writing should not be bias and should analyze different perspectives. I analyze a good writing based on the opinions given by the writer. The perspectives analyzed are the foremost part which should be noticed. The arguments given by the writer are the second most important part which is to be seen so that one can analyze a good piece of writing. Finally the flow of the writing should be seen and the conclusion given by the writer about the specific topic which is being talked

Module 4 BHS427 Health Care Finance Cost of Capital (CASE) Essay

Module 4 BHS427 Health Care Finance Cost of Capital (CASE) - Essay Example Despite being highly criticized, CAPM is commonly used by investors and managers, possibly due to its sundry advantages over other models. By using systematic risk only, CAPM tends to be not only more realistic but also simpler by eliminating the unsystematic risk. Remarkably, the relationship between the market risk and expected rate of return is easily shown by the Security Market Line. Secondly, in addition to being empirically testable, CAPM compares the particular investments level of risk to the stock market risk unlike DGM. Moreover, CAPM overcomes WACC’s assumption that investment has no influence on financial risk hence making it better in project appraisal. Conversely, CAPM’s assumptions make it less viable in reality. In project appraisal, the use of a single-period time zone contradicts the nature major real investments, which cut across periods. Moreover, it’s unrealistic to assume a constant beta for the periods as market conditions keep on fluctuating. Again, CAPM faces a problem in assigning values to the variables in the model. None of the variables is constant, with some such as yield on government debt (used to estimate risk free rate of return) changing on daily basis. Dolde et al (2012) research was aimed at determining whether the two factors international CAPM (2F-ICAPM) gives a different cost of capital compared to the domestic CAPM mostly used by US companies. Pre-studies had shown that the single global CAPM generated costs of equity not significantly different from the domestic CAPM despite the former model’s theoretical superiority, hence explaining why managers had not shifted from the domestic CAPM. To formulate the2F-ICAPM, Dolde et al incorporated the world market Index and currency index for chief currencies all expressed in US dollars, making this model theoretically superior to both

Evolution of Management Essay Example for Free

Evolution of Management Essay As long as there have been human endeavors, there have been people willing to take charge—people willing to plan, organize, staff, and control the work. One might say that nature abhors a vacuum and thus someone will always step forward to fill a leadership void. Probably the natural emergence of leadership grew out of our instinct for survival. In the hostile world of early humankind, food, shelter, and safety needs usually required cooperative efforts, and cooperative efforts required some form of leadership. Certainly leadership was vested in the heads of early families via the patriarchal system. The oldest member of the family was the most experienced and was presumed to be the wisest member of the family and thus was the natural leader. As families grew into tribes and tribes evolved into nations, more complex forms of leadership were required and did evolve. Division of labor and supervision practices is recorded on the earliest written record, the clay tablets of the Sumerians. In Sumerian society, as in many others since, the wisest and best leaders were thought to be the priests and other religious leaders. Likewise, the ancient Babylonian cities developed very strict codes, such as the code of Hammurabi. King Nebuchadnezzar used color codes to control production of the hanging gardens, and there were weekly and annual reports, norms for productivity, and rewards for piecework. The Egyptians organized their people and their slaves to build their cities and pyramids. Construction of one pyramid, around 5000 BC. , required the labor of 100,000 people working for approximately 20 years. Planning, organizing, and controlling were essential elements of that and other feats, many of them long term. The ancient Egyptian Pharaohs had long-term planners and advisors, as did their contemporaries in China. China perfected military organization based on line and staff principles and used these same principles in the early Chinese dynasties. Confucius wrote parables that offered practical suggestions for public administration. In the Old Testament, Moses led a group of Jewish slaves out of Egypt and then organized them into a nation. Exodus, Chapter 18, describes how Moses â€Å"chose able men out of all Israel and made them heads over the people, and differentiated between rulers of thousands, rulers of hundreds, rulers of fifties and rulers of tens. A system of judges also evolved, with only the hard cases coming to Moses. The city-states of Greece were commonwealths, with councils, courts, administrative officials, and boards of generals. Socrates talked about management as a skill separate from technical knowledge and experience. Plato wrote about specialization and proposed notions of a healthy republic. The Roman Empire is thought by many to have been so successful because of the Romans’ great ability to organize the military and conquer new lands. Those sent to govern the far-flung parts of the empire were effective administrators and were able to maintain relationships with leaders from other provinces and across the empire as a whole. There are numerous other ancient leaders who were skillful organizers, at least as indicated by their accomplishments, such as Hannibal, who shepherded an army across the Alps, and the first emperor of China, who built the Great Wall. Many of the practices employed today in leading, managing, and administering modern organizations have their origins in antiquity. Many concepts of authority developed in a religious context. One example is the Roman Catholic Church with its efficient formal organization and management techniques. The chain of command or path of authority, including the concept of specialization, was a most important contribution to management theory. Machiavelli also wrote about authority, stressing that it comes from the consent of the masses. However, the ideas Machiavelli expressed in The Prince are more often viewed as mainly concerned with leadership and communication. Much management theory has military origins, probably because efficiency and effectiveness are essential for success in warfare. The concepts of unity of command, line of command, staff advisors, and division of work all can be traced back at least to Alexander the Great, or even earlier, to Lao Tzu. The Industrial Revolution created a need for new thinking and the refinement of old thinking. Time and motion studies intensified the division of work, as did centralized production and research and development. Modern management theory prevails afterwards. The preceding historical review indicates that thinking about management and leadership is in large part situational and that practices evolved to deal with new situations that arose. It also indicates that yesterday’s principles and theories are surprisingly contemporary and surprisingly sophisticated. Some overlap occurs, of course, and some gaps. Today’s theorists have attempted to fill in the gaps and adapt the theories to current situations. Yet, like in other areas of thought, not much is of recent origin in the field of management theory. The Evolution of Management Changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. In this paper, we will try to examine how management theory concerning appropriate management practices has evolved in modern times, and look at the central concerns that have guided its development. First, we look into the so-called classical management theories that emerged around the turn of the twentieth century. These include scientific management, which focuses on matching people and tasks to maximize efficiency; and administrative management, which focuses on identifying the principles that will lead to the creation of the most efficient system of organization and management. Next, we consider behavioral management theories, developed both before and after the Second World War, which focus on how managers should lead and control their workforces to increase performance. Then we discuss management science theory, which developed during the Second World War and which has become increasingly important as researchers have developed rigorous analytical and quantitative techniques to help managers measure and control organizational performance. Finally, we discuss business in the 1960s and 1970s and focus on the theories that were developed to help explain how the external environment affects the way organizations and managers operate. At the end of this paper, one will understand the ways in which management theory has evolved over time. One will also understand how economic, political, and cultural forces have affected the development of these theories and the ways in which managers and their organizations behave. Figure 1. 1 summarizes the chronology of the management theories that are discussed in this paper. Scientific Management Theory The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations—political, educational, and economic—were increasingly trying to find better ways to satisfy customers’ needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations’ resources, and soon they began to focus on ways to increase the efficiency of the worker–task mix. Job specialization and division of labor The famous economist Adam Smith was one of the first to look at the effects of different manufacturing systems. 7 He compared the relative performance of two different manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that 10 workers specializing in a particular task could, between them, make 48 000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to perform many tasks. Smith concluded that increasing the level of job specialization— the process by which a division of labour occurs as different workers specialize in different tasks over time—increases efficiency and leads to higher organizational performance. Based on Adam Smith’s observations, early management practitioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. F. W. Taylor and Scientific Management Frederick W. Taylor (1856–1915) is best known for defining the techniques of scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Taylor believed that if the amount of time and effort that each worker expended to produce a unit of output (a finished good or service) could be reduced by increasing specialization and the division of labour, then the production process would become more efficient. Taylor believed that the way to create the most efficient division of labour could best be determined by means of scientific management techniques, rather than intuitive or informal rule-of-thumb knowledge. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific management techniques and at times even withheld their job knowledge from managers to protect their jobs and pay. Unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Ford’s introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels—levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry Ford also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices— (1) achieving the right mix of worker–task specialization and (2) linking people and tasks by the speed of the production line—makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers’ wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. The definition of the workers’ rights not by the workers themselves but by the owners or managers as a result of the introduction of the new management practices raises an ethical issue, which we examine in this â€Å"Ethics in Action. † Fordism in Practice From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Ford’s car plants were experiencing huge employee turnover—often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. 15 Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2. 50 to US$5. 00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word â€Å"Fordism† was coined for his new approach. Ford’s apparent generosity was matched, however, by an intense effort to control the resources—both human and material—with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the â€Å"Ford Lisp. † Ford’s obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the â€Å"Sociological Department† to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Ford’s standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Ford’s effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organization’s ability to prosper. Despite the problems of worker turnover, absenteeism, and discontent at Ford Motor Company, managers of the other car companies watched Ford reap huge gains in efficiency from the application of the new management principles. They believed that their companies would have to imitate Ford if they were to survive. They followed Taylor and used many of his followers as consultants to teach them how to adopt the techniques of scientific management. In addition, Taylor elaborated his principles in several books, including Shop Management (1903) and The detail how to apply the principles of scientific management to reorganize the work system. Taylor’s work has had an enduring effect on the management of production systems. Managers in every organization, whether it produces goods or services, now carefully analyze the basic tasks that must be performed and try to devise the work systems that will allow their organizations to operate most efficiently. The Gilbreths Two prominent followers of Taylor were Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972), who refined Taylor’s analysis of work movements and made many contributions to time-and-motion study. Their aims were to (1) break up into each of its component actions and analyze every individual action necessary to perform a particular task, (2) find better ways to perform each component action, and (3) reorganize each of the component actions so that the action as a whole could be performed more efficiently—at less cost of time and effort. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured—at times quite humorously—in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors— such as lighting, heating, the colour of walls, and the design of tools and machines—that result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative management theory Side by side with scientific managers studying the person–task mix to increase efficiency, other researchers were focusing on administrative management, the study of how to create an organizational structure that leads to high efficiency and effectiveness. Organizational structure is the system of task and authority relationships that control how employees use resources to achieve the organization’s goals. Two of the most influential views regarding the creation of efficient systems of organizational administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager who developed a model of management introduced earlier, developed the other. The Theory of Bureaucracy Max Weber (1864–1920) wrote at the turn of the twentieth century, when Germany was undergoing its industrial revolution. To help Germany manage its growing industrial enterprises at a time when it was striving to become a world power, Weber developed the principles of bureaucracy—a formal system of organization and administration designed to ensure efficiency and effectiveness. A bureaucratic system of administration is based on five principles (summarized in Figure 1. 2). †¢ Principle 1: In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the organization. Authority is the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. Authority gives managers the right to direct and control their subordinates’ behaviour to achieve organizational goals. In a bureaucratic system of administration, obedience is owed to a manager, not because of any personal qualities that he or she might possess— such as personality, wealth, or social status—but because the manager occupies a position that is associated with a certain level of authority and responsibility. †¢ Principle 2: In a bureaucracy, people should occupy positions because of their performance, not because of their social standing or personal contacts. This principle was not always followed in Weber’s time and is often ignored today. Some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions. †¢ Principle 3: The extent of each position’s formal authority and task responsibilities, and its relationship to other positions in an organization, should be clearly specified. When the tasks and authority associated with various positions in the organization are clearly specified, managers and workers know what is expected of them and what to expect from each other. Moreover, an organization can hold all its employees strictly accountable for their actions when each person is completely familiar with his or her responsibilities. †¢ Principle 4: So that authority can be exercised effectively in an organization, positions should be arranged hierarchically, so employees know whom to report to and who reports to them. Managers must create an organizational hierarchy of authority that makes it clear who reports to whom and to whom managers and workers should go if conflicts or problems arise. This principle is especially important in the armed forces, CSIS, RCMP, and other organizations that deal with sensitive issues involving possible major repercussions. It is vital that managers at high levels of the hierarchy be able to hold subordinates accountable for their actions. †¢ Principle 5: Managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behaviour within an organization. Rules are formal written instructions that specify actions to be taken under different circumstances to achieve specific goals (for example, if A happens, do B). Standard operating procedures (SOPs) are specific sets of written instructions about how to perform a certain aspect of a task. A rule might state that at the end of the workday employees are to leave their machines in good order, and a set of SOPs then specifies exactly how they should do so, itemizing which machine parts must be oiled or replaced. Norms are unwritten, informal codes of conduct that prescribe how people should act in particular situations. For example, an organizational norm in a restaurant might be that waiters should help each other if time permits. Rules, SOPs, and norms provide behavioural guidelines that improve the performance of a bureaucratic system because they specify the best ways to accomplish organizational tasks. Companies such as McDonald’s and Wal-Mart have developed extensive rules and procedures to specify the types of behaviours that are required of their employees, such as, â€Å"Always greet the customer with a smile. † Weber believed that organizations that implement all five principles will establish a bureaucratic system that will improve organizational performance. The specification of positions and the use of rules and SOPs to regulate how tasks are performed make it easier for managers to organize and control the work of subordinates. Similarly, fair and equitable selection and promotion systems improve managers’ feelings of security, reduce stress, and encourage organizational members to act ethically and further promote the interests of the organization. If bureaucracies are not managed well, however, many problems can result. Sometimes, managers allow rules and SOPs—â€Å"bureaucratic red tape†Ã¢â‚¬â€to become so cumbersome that decision making becomes slow and inefficient and organizations are unable to change. When managers rely too much on rules to solve problems and not enough on their own skills and judgment, their behaviour becomes inflexible. A key challenge for managers is to use bureaucratic principles to benefit, rather than harm, an organization. Fayol’s Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841–1925), the CEO of Comambault Mining, identified 14 principles (summarized in Table 2. ) that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Weber’s and Fayol’s concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The â€Å"Management Insight† indicates how employees can become demoralized when managers do not treat their employees properly. Management Insight How to Discourage Employees Catherine Robertson, owner of Vancouver-based Robertson Telecom Inc. , made headlines in February 2001 for her management policies. Robertson is a government contractor whose company operates Enquiry BC, which gives British Columbians toll-free telephone information and referral services about all provincial government programs. Female telephone operators at Robertson Telecom must wear skirts or dresses even though they never come in contact with the public. Not even dress pants are allowed. As Gillian Savage, a former employee, notes, â€Å"This isn’t a suggested thing, it’s an order: No pants. † Brad Roy, another former employee, claims a female Indo-Canadian employee was sent home to change when she arrived at work wearing a Punjabi suit (a long shirt over pants). The no-pants rule is not the only concern of current and former employees. Roy also said, â€Å"I saw some people being reprimanded for going to the washroom. While Robertson denied Roy’s allegation regarding washrooms, she did confirm that company policy included the no-pants rule, that employees were not allowed to bring their purses or other personal items to their desks, and that they were not allowed to drink coffee or bottled water at their desks. The company does not provide garbage cans for the employees. A g roup of current and former employees recently expressed concern with the number of rules Robertson has in place, and claimed that the rules have led to high turnover and poor morale. A current employee claims that many workers do not care whether they give out the right government phone numbers. Robertson said that she knew of no employees who were discontent, and was shocked that the policies had caused distress among employees. She defended the dress code as appropriate business attire. Robertson may have to make some adjustments in her management style. The cabinet minister responsible for Enquiry BC, Catherine MacGregor, ordered an investigation of the contractor after being contacted by The Vancouver Sun about the allegations. She noted that the skirts-only rule for women is not appropriate, and that, â€Å"All of our contractors are expected to fully comply with the Employment Standards Act, Workers Compensation rules and human rights legislation. † Additionally, Mary-Woo Sims, head of the BC Human Rights Commission, said dress codes can’t be based on gender. Thus, an employer can’t tell men they must wear pants (as Robertson does), but tell women they can’t. â€Å"On the face of it, it would appear to be gender discriminatory,† Sims said. The Work of Mary Parker Follett If F. W. Taylor is considered to be the father of management thought, Mary Parker Follett (1868–1933) serves as its mother. 28 Much of her writing about management and about the way managers should behave toward workers was a response to her concern that Taylor was ignoring the human side of the organization. She pointed out that management often overlooks the multitude of ways in which employees can contribute to the organization when managers allow them to participate and exercise initiative in their everyday work lives. Taylor, for example, relied on time-and-motion experts to analyze workers’ jobs for them. Follett, in contrast, argued that because workers know the most about their jobs, they should be involved in job analysis and managers should allow them to participate in the work development process. Follett proposed that, â€Å"Authority should go with knowledge whether it is up the line or down. † In other words, if workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators—not as monitors and supervisors. In making this statement, Follett anticipated the current interest in self-managed teams and empowerment. She also recognized the importance of having managers in different departments communicate directly with each other to speed decision making. She advocated what she called â€Å"cross-functioning†: members of different departments working together in cross-departmental teams to accomplish projects—an approach that is increasingly utilized today. Fayol also mentioned expertise and knowledge as important sources of managers’ authority, but Follett went further. She proposed that knowledge and expertise, and not managers’ formal authority deriving from their position in the hierarchy, should decide who would lead at any particular moment. She believed, as do many management theorists today, that power is fluid and should flow to the person who can best help the organization achieve its goals. Follett took a horizontal view of power and authority, in contrast to Fayol, who saw the formal line of authority and vertical chain of command as being most essential to effective management. Follett’s behavioural approach to management was very radical for its time. The Hawthorne Studies and Human Relations Probably because of its radical nature, Follett’s work was unappreciated by managers and researchers until quite recently. Instead, researchers continued to follow in the footsteps of Taylor and the Gilbreths. One focus was on how efficiency might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting—specifically the level of lighting or illumination—affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers’ behaviour. However, this particular effect— which became known as the Hawthorne effect—seemed to suggest that workers’ attitudes toward their managers affect the level of workers’ performance. In particular, the significant finding was that a manager’s behaviour or leadership approach can affect performance. This finding led many researchers to turn their attention to managerial behaviour and leadership. If supervisors could be trained to behave in ways that would elicit cooperative behaviour from their subordinates, then productivity could be increased. From this view emerged the human relations movement, which advocates that supervisors be behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity. The importance of behavioural or human relations training became even clearer to its supporters after another series of experiments—the bank wiring room experiments. In a study of workers making telephone switching equipment, researchers Elton Mayo and F. J. Roethlisberger discovered that the workers, as a group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called â€Å"ratebusters†; those who performed below the norm were called â€Å"chiselers. † The experimenters concluded that both types of workers threatened the group as a whole. Ratebusters threatened group members because they revealed to managers how fast the work could be done. Chiselers were looked down on because they were not doing their share of the work. Work-group members disciplined both ratebusters and chiselers in order to create a pace of work that the workers (not the managers) thought was fair. Thus, a work group’s influence over output can be as great as the supervisors’ influence. Since the work group can influence the behavior of its members, some management theorists argue that supervisors should be trained to behave in ways that gain the goodwill and cooperation of workers so that supervisors, not workers, control the level of work-group performance. One of the main implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researchers that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies. Theory X and Theory Y Several studies after the Second World War revealed how assumptions about workers’ attitudes and behaviour affect managers’ behaviour. Perhaps the most influential approach was developed by Douglas McGregor. He proposed that two different sets of assumptions about work attitudes and behaviours dominate the way managers think and affect how they behave in organizations. McGregor named these two contrasting sets of assumptions Theory X and Theory Y (see Figure 1. 3). THEORY X According to the assumptions of Theory X, the average worker is lazy, dislikes work, and will try to do as little as possible. Moreover, workers have little ambition and wish to avoid responsibility. Thus, the manager’s task is to counteract workers’ natural tendencies to avoid work. To keep workers’ performance at a high level, the manager must supervise them closely and control their behaviour by means of â€Å"the carrot and stick†Ã¢â‚¬â€rewards and punishments. Managers who accept the assumptions of Theory X design and shape the work setting to maximize their control over workers’ behaviours and minimize workers’ control over the pace of work. These managers believe that workers must be made to do what is necessary for the success of the organization, and they focus on developing rules, SOPs, and a well-defined system of rewards and punishments to control behaviour. They see little point in giving workers autonomy to solve their own problems because they think that the workforce neither expects nor desires cooperation. Theory X managers see their role as to closely monitor workers to ensure that they contribute to the production process and do not threaten product quality. Henry Ford, who closely supervised and managed his workforce, fits McGregor’s description of a manager who holds Theory X assumptions. THEORY Y In contrast, Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization. According to Theory Y, the characteristics of the work setting determine whether workers consider work to be a source of satisfaction or punishment; and managers do not need to control workers’ behaviour closely in order to make them perform at a high level, because workers will exercise selfcontrol when they are committed to organizational goals. The implication of Theory Y, according to McGregor, is that â€Å"the limits of collaboration in the organizational setting are not limits of human nature but of management’s ingenuity in discovering how to realize the potential represented by its human resources. It is the manager’s task to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. When managers design the organizational setting to reflect the assumptions about attitudes and behaviour suggested by Theory Y, the characteristics of the o rganization are quite different from those of an organizational setting based on Theory X. Managers who believe that workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers, both as individuals and in groups. In this setting, individuals and groups are still accountable for their activities, but the manager’s role is not to control employees but to provide support and advice, to make sure employees have the resources they need to perform their jobs, and to evaluate them on their ability to help the organization meet its goals. Henri Fayol’s approach to administration more closely reflects the assumptions of Theory Y, rather than Theory X. Management Science Theory This theory focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. In essence, management science theory is a contemporary extension of scientific management, which, as developed by Taylor, also took a quantitative approach to measuring the worker–task mix in order to raise efficiency. There are many branches of management science; each of them deals with a specific set of concerns: Quantitative management utilizes mathematical techniques—such as linear and nonlinear programming, modelling, simulation, queuing theory, and chaos theory—to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization’s financial capital. Resources in the organizational environment include the raw materials and skilled people that an organization requires to produce goods and services, as well as the support of groups including customers who buy these goods and services and provide the organization with financial resources. One way of determining the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources. The importance of studying the environment became clear after the development of open-systems theory and contingency theory during the 1960s. The Open-Systems View One of the most influential views of how an organization is affected by its external environment was developed by Daniel Katz, Robert Kahn, and James Thompson in the 1960s. 38 These theorists viewed the organization as an open system— a system that takes in resources from its external environment and converts or transforms them into goods and services that are then sent back to that environment, where they are bought by customers (see Figure 1. 4). At the input stage, an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. Once the organization has gathered the necessary resources, conversion begins. At the conversion stage, the organization’s workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii. At the output stage, the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs. The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so that the cycle can begin again. The system just described is said to be â€Å"open† because the organization draws from and interacts with the external environment in order to survive; in other words, the organization is open to its environment. A closed system, in contrast, is a self-contained system that is not affected by changes that occur in its external environment. Organizations that operate as closed ystems, that ignore the external environment and that fail to acquire inputs, are likely to experience entropy, the tendency of a system to lose its ability to control itself and thus to dissolve and disintegrate. Management theorists can model the activities of most organizations by using the open-systems view. Manufacturing companies like Ford and General Electric, for example, buy inputs such as component parts, skilled and semiskilled labour, and robots and computer-controlled manufacturing equipment; then, at the conversion stage, they use their manufacturing skills to assemble inputs into outputs of cars and computers. As we discuss in later chapters, competition between organizations for resources is one of several major challenges to managing the organizational environment. Researchers using the open-systems view are also interested in how the various parts of a system work together to promote efficiency and effectiveness. Systems theorists like to argue that â€Å"the parts are more than the sum of the whole†; they mean that an organization performs at a higher level when its departments work together rather than separately. Synergy, the performance gains that result when individuals and departments coordinate their actions, is possible only in an organized system. The recent interest in using teams comprising people from different departments reflects systems theorists’ interest in designing organizational systems to create synergy and thus increase efficiency and effectiveness.

Approaches to the Study of Political Philosophy Essay Example for Free

Approaches to the Study of Political Philosophy Essay Approaches to the Study of Political Philosophy Problems and Challenges of Interpretation *Notes compiled from David Boucher Paul Kelly’s ‘Introduction’ in Political Thinkers: From Socrates to the Present, and Terence Ball’s ‘History and the Interpretation of Texts’* Political thought is thought about the State, its structure, nature and purpose. It is concerned with the moral elements of human behaviour in a society. Differentiating between the purpose of political life and life itself is difficult as it involves considerations of the conceptions of right and wrong, which differ from person to person and time to time. Political thinkers/philosophers have attempted to explain institutions practices, advise rulers, defend certain values or principles, and criticized the existing world around them. They have focused broadly on the character of society or people and narrowly on institutions of government, law making the exercise of coercive power. At the most general level, political thought converges with present understandings of ethics moral philosophy as well as sociology and theological disciplines. The sheer variety of plurality of styles, approaches, and presuppositions has made political thought an exciting intellectual pursuit. Approaches to theorizing politics differ, and so do accounts of how and why political thought should continue to be studied. When studying political philosophy and the texts of the various historic philosophers, different factors tend to influence one’s understanding. Broadly, there is a text and a context to the text, and the study of classical political philosophy should ideally take into account both, in order to fully understand various nuances of every thinker. Philosophical Considerations: Political philosophy first began to emerge in histories of philosophy and general literature. By the 19th century, philosophical idealism was taking precedence and emphasis was on the coherence theory of truth. Under this view, the history of political thought was largely seen as a precursor to formulating one’s own philosophy. Viewing the history of political thought as a stimulus to philosophy was not confined to idealists though, and most recent and distinguished exponents of this view include Leo Strauss and Eric Voegelin. In essence this approach focused on the text and emphasised the timelessness of the ideas put forth therein. Political Thought as History: This view concerned itself with the issue of what properly constituted a historical study. Cambridge School of the 1960s and after, whose principal exponents were J. G. A Pocock and Quentin Skinner, argued for the disciplinary integrity of the historical study of political thought. This view, largely contextual in nature, stresses â€Å"the historicity of the history of political theory and of intellectual history more generally†, in the words of Skinner. For Pocock it was the historian, not the philosopher, who was the guardian of the truth. The text of historic philosophers is thus understood in context of its historical time. Both Skinner and Pocock posit a linguistic context as the appropriate unit of analysis that elicit the types of meaning that the historian makes intelligible. Political Thought and the Claims of Science: There was a demand for the discipline to conform to scientific modes of explanation. History for its own sake was viewed as a mere collection of facts and these facts needed to be subjected to scientific considerations in order for them to be considered credible. Frederick Pollock attributed ‘patient analysis and unbiased research’ as core signs of scientific analysis, according to which Machiavelli can be considered the greatest contributor to the dispassionate scientific study of politics. This view largely emphasised the objectivity of the inquirer and the need to formulate generalizations that might be of use to a political scientist. Political Thought and Practice: It is considered difficult, even undesirable, to separate practical from philosophical considerations. Political questions are intensely practical and political opinions potentially divisive and emotive. This view focused on importance of bridging the divide between theory and practice and maintained that the study of the past must have practical value for the present; trying to establish the possibility of normative political theory. According to R. G. Collingwood, theory and practice overlap, and all philosophical problems arise from practical problems, and their solutions return to practice. This view embodies the recognition that first order political theorizing cannot emerge from nowhere, but is a constructive enterprise which involves building, expanding and developing the vocabularies that are inherent in great political texts. The Straussians have vociferously advocated the importance of classical authors and their texts, and contended that it is our duty to take their claims to truth seriously. However, one does not have to be Straussian to defend the value of studying the value of classical texts. Even defenders of disinterested historical inquiry under the heading of the Cambridge School do not avoid drawing substantive, albeit negative, lessons from the contemplations of classical thinkers. Political philosophers can be classified in different ways with respect to their opinions or beliefs on such concepts as that of the State and its importance, or of the nature of humans. Conceptions of the State and why men obey it are largely of two types: 1. Organic State: The idea that the State is and organism of which men themselves are parts. This means that the state is larger than the men who make it; it is real and they are merely abstractions. This idea was brought forth by the Greeks, and the Stoics applied it to humanity as a whole. Consequently, it was taken over by Christianity and reigned supreme throughout the Middle Ages, until it was finally challenged at the time of the scientific revolution of the 17th century. This led to the second conception. 2. Mechanic State: The idea that the state is a machine which men create for their own purposes. Men are real; the state is merely a device. This view held its own throughout the Enlightenment of the 18th century. Subsequently, both the conceptions were generally accepted at different periods in history, one or the other assuming prime importance at some time. A further classification allots political thinkers to three different traditions: 1. Rational-Natural Tradition: Society and the state can only be understood when related to an absolute standard, which exists in nature and is thus outside human control. 2. Will and Artifice: Society and the state are artificial and not natural and that not the Reason but the Will of man is required to produce the State. Man’s Will has the power to alter society. 3. Historical Coherence: Rejects both the previous traditions as defective. Attempts to fuse Reason and Will, emphasises the importance of historical growth and denies that absolute standards exist. Believers of the Mechanic State belong to the Will and Artifice tradition, while those who believe in an Organic State can be from either Rational-Natural or Historical Coherence traditions. Perennial Problems: Students of political thought are aware of the variety of attitudes one may adopt towards the past and the study of classical texts. The so called New Historians pressed the claims of history as an autonomous discipline distinct from the philosophical character of its subject matter. George Sabine epitomized the basic assumption involved in positing the existence of perennial problems by reiterating that ‘political problems and situations are more or less alike from time to time and from place to place’. Quentin Skinner maintained that understanding the arguments of the political philosophers entailed reconstructing the language context in which they were formulated. He associated the idea of perenniality and timelessness with what he called the ‘textual’ approach. He argued that to concede that the ‘social context is a necessary condition for an understanding of the classic texts’ constitutes a denial that they ‘contain any elements of timelessness or perennial interest’. Most historians however, did not distinguish between textualist and contextualist interpretation. In fact, many argued that the social context help provide a clearer understanding of the meaning of a text. Despite differences of emphasis, most historians of political thought tend to agree that history is self-knowledge of the mind (Collingwood). Skinner also held the view that studying how past thinkers have dealt with political concepts could enable us to see our way round seemingly intractable conceptual problems in the present. The Art of Interpretation Hermeneutics The study of political thought or theory, involves out of necessity, attempts to understand messages or ideas sent to us by thinkers who are long dead, and whose works we read and reread in order to derive their meaning. Thus political theory can be called a backward – looking enterprise. Interpretation of the works of the likes of Plato, Aristotle, Machiavelli to Mill, becomes a necessary process for the meaning seeking creatures that we are. Naturally, therefore, there exist a number of ‘schools’ of interpretation, the chief tenets of which will be highlighted further, and so will the interpretive controversies between and among them. It should however be made clear that not all interpretations are equally valid or valuable and that they are rationally criticisable. The vocation of political theory is in large part defined by its attention to the ‘classic works’. These authors and their works comprise an important aspect of our political tradition, which we renew and enrich by reading, reflecting upon and criticizing these classic works, the concepts, and context of which are largely unfamiliar to our modern understanding. A good interpretation is one that diminishes the strangeness of the text, making it more familiar and accessible. There is no neutral standpoint from which to interpret any text, the vantage point can differ. This can be seen through the following ‘Schools’ of Interpretation. 1. Marxian Interpretation: According to Marx, â€Å"the ideas of the ruling class are in every epoch the ruling ideas†, i. e. the dominant or mainstream ideas of any era, are those that serve the interests of the dominant class, thereby legitimizing its position of power in society. For example, slavery is portrayed as normal by Aristotle, who belonged to the slave owning society of Greece, where slavery was the norm, while in capitalist societies, free market is portrayed by mainstream media to be the best form of economic organization. Thus, for Marx, the point and purpose of any ideology is to lend legitimacy to the rule of the dominant class or social order; they serve as smoke screens, hiding the underlying reality from the public and presenting a superficial false picture of a just society. For a Marxist, the task of textual interpretation is to uncover this obscured reality and expose the illusion of that epoch. This approach is sometimes known as ‘the hermeneutics of suspicion’. It is a highly cynical approach that undermines the importance of ideologies. It takes no statement at face value, and performs the function of ‘ideology critique’ focusing on delving deeper to expose realities. An example of such an interpretation is Macpherson’s critique of Locke’s justification for private property, making him out to be a propagandist for the emerging capitalist order at the time. The Marxian approach encounters certain difficulties: According to the Marxist assumption that ruling ideas serve the ruling class, this should hold true even for Marx himself, as he was not part of the working class that he championed. By his own argument, his ideas should then be serving the interests of the ruling capitalist class, not the labouring proletariat. How their own theorizing is exempted from being interpreted as an ideological mask as opposed to all other ideologies is not explained. This approach gives the interpreter a pre-existing notion that he/she will find ideological trickery, which hampers pragmatic interpretation free from bias. 2. Totalitarian Interpretation: Rice of fascism and communism in the 20th century marked an era of the prominence of totalitarian regimes. The totalitarian school of textual interpretation anchors these ideologies to the thinking of early political theorists, going as far back as Plato, iterating that when their theories were put into modern practice, they produced Hitler and Stalin. Once one tries to attribute pro-totalitarian tendencies, they seem to be everywhere. Plato’s perfect republic ruled by a philosopher king who employs censorship and ‘noble lies’ becomes a blueprint for a Nazi regime ruled by an all knowing Fuhrer. The same might be said about Machiavelli’s ruthless Prince and Rousseau’s all-wise Legislator in The Social Contract. Sir Karl Popper was among the most prominent representatives of the totalitarian approach. His The Open Society and Its Enemies traces the roots of modern totalitarianism to the ideas advance by the ‘enemies’ of ‘the open society’ from Plato through to Marx. However, such interpretations of classic texts suffer from misreading of meanings, without placing the statements in their proper context. Further, an interpreter who stitches together statements taken out of their textual and linguistic context, in order to prove his pre-set idea of an underlying totalitarian theme, does not do justice to either the text or to himself. 3. Psychoanalytic (Freudian) Interpretation: This approach is based on Sigmund Freud’s famous argument that our actions are often motivated by our wishes, desires or fears of which we are not consciously aware. These interpretations (like the Marxian ones) also fall under the hermeneutics of suspicion. One can supply psychoanalytical interpretations of all sorts of texts, including those in political theory. This has been done in the case of Machiavelli, Edmund Burke, Mahatama Gandhi and J. S. Mill among others. Bruce Mazlish’s psychoanalytic interpretation of themes in the work of John Stuart Mill is an important example. In Mill’s On Liberty, he argues in favour of a very wide sphere of personal freedom to live one’s life as one wishes, without undue interference from others. As Mill’s autobiography tells us, he had a much regimented upbringing by his stern Scots father James Mill, which took its toll on young John who suffered from a mental breakdown at the age of 20, from which he recovered slowly and in part by reading the romantic poetry of Coleridge and Wordsworth. Subsequently, J. S. Mill ceased to be his father’s intellectual clone and became a thinker of his own, more prolific and famous than his father. Now Mazlish interprets On Liberty less as a work of liberal political theory, and more as a declaration of personal independence that is more autobiographical than analytical. According to the Freudian theory, Mazlish suggests that Mill was locked in an oedipal struggle with his father, whom he ultimately defeated in argument. While this may seem at the onset a rather suggestive and maybe insightful interpretation, such interpretations face stiff evidentiary challenges. This school faces criticisms of being too speculative, impressionistic and non-falsifiable. They are said to mistake coincidences for causes. 4. Feminist Interpretation: A feminist perspective puts gender issues at the forefront, and has had a lasting impact on the way we study and interpret works. It introduces a strong sense of scepticism into the study of ‘classic’ works. According to Susan Okin, ‘the great tradition of political philosophy consists, generally speaking, of writings by men, for men, and about men’. The feminist perspective highlights the extent to which civic and legal status of women was long considered a subject unworthy of theoretical treatment. This approach began in the 1960s, when women were looking for a history that connected present struggles with previous ones largely neglected by mostly male historians. Feminist historians of political though sought those who had championed the cause of women’s rights and related causes. Men like Friedrich Engels and J. S. Mill were placed in the feminist pantheon. Jeremy Bentham was honoured as ‘the father of feminism’. This transgender popular front was however, short lived. It turned out that the difference between outright misogynists like Aristotle and Rousseau and their more enlightened liberal brothers (above) was simply in matters of degree, not kind. By and large, male theorists marginalized women and placed them outside the public or civic sphere in which men move and act politically. In an angrier second phase, feminist scholars set out to expose and criticize the misogyny lurking in the works of Plato, Aristotle, Machiavelli, Hobbes, Locke, Rousseau, Bentham, Mill and Marx among others. They dismissed public/private dichotomy and the concept of consent in liberal theory as a sham, the social contract as a ‘fraternal’ construct, and the modern welfare state as a covertly patriarchal institution. A third phase turned ostensibly civic virtues of men into vices and coined the term ‘maternal thinking’ to cover ‘nurturing’ women’s gently militant momism. However, this phase of valorisation of the private realm, found many critics, even feminists like Mary Dietz, who instead held out the prospect of an active engaged civic feminism. It turns out that feminists must try and engage in more nuanced textual analysis and historical interpretation. The Western political tradition is not reducible to a sinkhole of misogyny and other vices; it can, if understood properly, be a wellspring of political wisdom. 5. Straussian Interpretation: This view is of the followers of Leo Strauss, and they claim that a canon of works by Plato and other authors contains the Whole Truth about politics, one which is eternal, unchanging and accessible only to a fortunate few. Strauss was a Jewish refugee from Nazi Germany, who detested modern liberalism and distrusted liberal democracy. He saw the history of modern Western liberal political thought as a story of degeneration and enfeeblement; modern liberalism was according to him a philosophy without foundations. Strauss announced, ‘the crisis of our time is a consequence of the crisis of political philosophy. ’ His and his disciples’ historical inquiries and textual interpretations attempted to trace the origins and diagnose the multiple maladies of liberalism, relativism, historicism and scientism that together contributed to ‘the crisis of our time’. He criticises liberal modern thinkers such as Hobbes/Locke for negating the ‘older’ concepts of Natural law and instead propagated concepts of self- interest and security. Of course, like every other approach to interpretation, Straussian’s have also faced their share of criticism, mainly on the ground that they rely on a supposed ‘insider’s knowledge’ for their interpretation, which remains an ambiguous concept. 6. Postmodernist Interpretation: This perspective arises out of ‘the postmodern condition’ of fragmentation and the failure of systematic philosophies or ‘grand metanarratives’ like Hegelianism or Marxism. Post-modernism is not a single unified perspective; nor is it a systematic philosophy shared by all postmodernists. The postmodern sensibility is not a single stable thing. There are two main versions of postmodernist interpretation: Foucauldian Approach, derived from Nietzsche and Foucault, which seeks to criticize the myriad ways in which human beings are ‘normalized’ or made into ‘subjects’. They portray the classic thinkers as villains promoting a surveillance state, and postmodernists like Nietzsche as heroes who dared to resist. Derrida’s version, where the aim of interpretation is to expose and criticize the arbitrary character of claims to truth or knowledge. A process that Derrida calls ‘deconstruction’. He argues that all attempts to ‘represent’ reality produce, not knowledge or truth, but only different ‘representations’. The main criticism against this school of interpretation is that it is constitutionally unable to distinguish truth from falsehood and propaganda from fact, which makes this perspective unsatisfactory from both epistemological as well as moral points of view. 7. Cambridge ‘New History’: Since the 1960s, the Cambridge ‘new historians’ have advanced a distinctive programme of historical research and textual interpretation. The likes of J. G. A. Pocock and Quentin Skinner provided deflationary critiques of traditional ‘textbook’ approaches to the interpretation of works of political theory. According to them, most of what had till then passed as the history of political theory has been insufficiently historical, i. e.concerned with the context situation in which earlier thinkers found themselves and the problems with which they dealt. They viewed works of political theory as forms of political action, with words that are intended to produce certain effects in the reader – to warn, persuade, criticize, frighten, encourage, console etc. Textual interpretation thus becomes largely a matter of restoring a text to the historical context in which it was composed and the questions to which it was offered as an answer. CONCLUSION – Pluralist Problem Driven Interpretation Terence Ball thereby concludes that no single method will suffice to answer all the questions we wish to ask of any work of political theory. Therefore, a plurality of approaches and methods is preferable to a more confining mono-methodology that restricts the range of questions we can ask and address. He also agrees with the Cambridge new historians about the importance of intellectual, political and linguistic contexts within which theorists write. His view further states that since our interpretive inquiries are largely problem driven, we are likely to be less interested in authors or contexts, than in particular problems that might arise as we attempt to understand the former. In sum, the historical study of political theory is a problem solving activity. It takes other interpretations as alternative solutions to a problem and goes on to assess their adequacy vis-a-vis each other. Therefore, the activity of rereading, reinterpretation, and reappraisal is an indispensable, rather defining, feature of this craft.

Responsibilities of Health and Social Care Workplace

Responsibilities of Health and Social Care Workplace 1.2. Assess the responsibilities in a specific health and social care workplace for the management of health and safety in relation to organisational structure. The business dictionary defines organisational structure as: The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. Chief executive/ directors/ managers /HR and supporting staffs Health and Safety Commission: The stakeholders and Directors will ensure that a Health and Safety Committee is established and supported. This committee will see to the development, implementation, arrangements of health and safety policies and procedures. They also ensure that the policies and procedures are undertaking and executed. This will be reasonable practicable without risk to the health and safety of those who engaged in, or affected by our operations. They ensure that the provision of this policy is kept under review with regard to changes in legislation, best practice. They propose new Health and Safety Regulations to the Secretary of State. Examples, Noise at work regulations 1989 the commissioner will ensure that a Health and Safety Committee is established and supported. They will come out with development and implementations, They will ensure that the policies and procedures are upheld and executed as reasonably practicable without risk to the health and safety of those carrying out operations. We maintain high standard in the management of health and safety, with the prevention of accidents, the provision of a safe working environment and the safeguarding of employees health wellbeing, it is everyones responsibility to ensure that maintain and achieve our set objectives. As an employer of labour, my organisation recognises the health, safety and the welfare of staff at work , guests , clients any contractors, so far as is realistically practicable. We are committed to the continuous improvement of our Health and Safety system, policies, procedures and methods of working that are designed to ensure the safety, health and welfare of all employees, visitors and anyone else who is likely to be affected by our work activities. COSHH Regulation 2002 stated that employers are responsible for providing, replacing and paying for Personal Protective Equipment (PPE) which should be used by all staff as part of health and safety at work. Health and Safety Committee All representatives sitting on the Health and Safety Committee are to actively promote all aspects of health and safety within the organisation and the areas of responsibility. In particular they are to encourage discussion and understanding of these policies and procedures. Our line Managers Our line Managers are expected to device a method of implementing the over all objectives by demonstrating a positive, proactive approach to health and safety, by certifying that this policy, together with its related procedures are clearly communicated to employees and then implemented, monitored and reviewed. Managers The managers will establish open communication with everyone they are responsible for and will promote any changes in the Health and Safety Policy. It is the responsibility of the Health and Safety Manager to ensure suitable arrangements are in place and implemented. Employees and others Employees and others involved in the organisations activities, have a responsibility to take care of their own health and safety at work and that of any other people who may be affected by their acts. All training provided must be attended by the staff. They are required to conform with this policy and the related corporate procedures that are provided to them. They are to carry out their work without endangering themselves or others. Proactively contribute in the achievement of the organisation objectives of achieving a positive health and safety culture and to co-operate with line managers and colleagues in creating and maintaining a safe and healthy working environment. The staff must bring it to the consideration of line managers attention if there are any health and safety worries regarding unsafe practices, equipment or conditions we are encouraged to use the consultation channels provided, when necessary. We are to assist management in identifying any issues of health and safe ty including getting trained. All significant health and safety information will be circulated appropriately, making use of notice boards, poster, and newsletters or by direct mail. Where activities could affect the health and safety of members of the public, suitable steps will be taken to ensure they are up-to-date of the risks and how they will be measured; wherever possible, it is the wish of the organisation to establish effective consultation with the workforce to safeguard planned systems of work are effective in reducing employee exposure to risk. In conclusion, we all are working together as professionals fully committed to the health and safety principles which enable the organisation to promote high standard of health and safety policy in the organisation. Everyone in the organisation is responsible for reporting and recording all incidents/accidents that happen within the workplace. It is the responsibilities of the client if they are to communicate to report to staff or management and it is the responsibility of the staff to report the incident /accidents to his/her line manager. It is responsibility of the manager to record the incidents/accident s and to report all serious incidents /accidents to the authorities according RIDDOR Regulations 2013 1.3 Analyse health and safety priorities appropriate for a specific health and social care workplace. The Creation of Health and Safety at Work Regulations1999 require every employer to provide employees with information on the possible risks to their health and safety; preventive and protective methods for those risks; backup procedures to identify individuals who have a role within the organisations health and safety controlling system. This contains giving employees information on any process or task that might involve specific risk. This information must be broad and it must make sense to individuals concerned. Codes of Practice and other guidance notes should be made accessible, as well as the organisations own clarification in the form of policies and procedures. This means that data should be constantly reviewed and revised according to modern working practices. The duties of my employer, what they must do regarding my health and safety. Most duties are subject to so far as is reasonably practicable i.e. the protection must be worth the cost. To protect the health, safety and welfare of staff, to provide and maintain safe equipment and safe systems of work, safe use, handling, storage and transport of articles and substances. Safe workplace with a safe entrance and exit.   Provide information, instruction, training and supervision Provide a written safety policy (if there are 5 or more staff) Carry out risk assessments (in writing if 5 or more staff) Provide a health and safety law poster entitled Health and Safety law: What you should know displayed in a prominent position and containing details of the enforcing authority. Employee includes voluntary workers and persons on work experience. Employees The employees duties is to take care of themselves and others To follow safety advice and instructions Not interfere with any safety device To report accidents To report hazards and risks. Staff can ask about health and safety in the work place directly from their managers or the Yours supervisor will usually be your first contact if you have a health and safety issue at work. Your safety representative may come from the union if the workplace is unionised If you have a serious complaint that cannot be settled in the workplace, the Inspector from health and safety executive (HSE) Food hygiene Enforcement: Food safety is one of the areas that health and safety pays close attention to being that majority of clients are vulnerable due to age and health challenging. This means they can be more seriously affected by food poisoning or allergy than some other group of people. As a care provider, food preparation is part of normal day to day services seeing that they are taking care of by following the guidelines under the food and hygiene law for ensuring that food is prepared, stored and handled in compliance with the food hygiene regulations. This includes keeping a record of opened food jars and emptying food from tins with the correct labelling actions are carried out to keep food safe for the maximum time located . According to the Food Standards Agency, the group charged with protecting the public in the United Kingdom with regard to food, avoiding cross-contamination between raw and ready-to-eat food is one of the most important aspects of food hygiene. Separate knives and cutting boa rds must be used for the different foods. Raw food must be stored below other food in the refrigerator to prevent drips that could contain bacteria. Food must be chilled to the proper temperature at all times and must be cooked to a temperature that kills bacteria. Disinfecting food preparation areas and cleaning used equipment also are important food hygiene practices. What the Law Says Keeping food safe is a legal requirement and failure to do so can lead to prosecution. It is essential that food and drink provided in the community and hospital health care environment is managed and handled in a manner that it does not pose any risk to children, families, visitors or staff. All staff involved in working with food must ensure good food hygiene practices at all times. Under the Food Safety Act (GB 1990), water and ice are classed as food and therefore must be handled with the same good food hygiene practices as food. Failure to do so could result in a serious outbreak of food poisoning and potential loss of life. Managers must put in place food safety management procedures based on the principles of HACCP (hazard analysis and critical control point). HACCP is a way of managing food safety. It is based on putting in place procedures to control hazards. In practice, this means that you must follow the procedures that have been put in place to manage food safety hazards in your Trust. The Health and Safety at Work Act HASAWA 1974, came the Manual Handling Operations regulations 1992 was reinforced in January 1993. Manual handling is a major source of injury and the HSE has provided a lot of guidance for employers on how to minimise risk involved in manual handling. Where it is not reasonably practicable to avoid the need for care workers to undertake any manual handling operations at work a risk assessment is done (Stretch Whitehouse, 2007) to plan and asses the weight of the service user we need to transfer while at the same time encouraging clients to move independently. In SMART care, we use the hoist but we also fully engage the client to do certain things he can do by himself. Example moving forward or backward etc. However, people can fall during hoisting for a variety of reasons such as using the wrong size of sling. This can result in discomfort if the sling is too small and a risk of the person slipping through the sling if it is too large. Selection of the wrong type of hoist or sling for the individual or for the specific task can result in inadequate support and increased risk of falling from the sling. For example, access/toileting slings give a great degree of access but very little support and their use should therefore be restricted to toileting purposes, where appropriate. For this and many reasons, the care workers in SMART care have taken short cuts and have ended up injuring their backs. On other occasion they have left a vulnerable person unattended in a hoist, or in a position where they might be at risk of falling. References www.businessdictionary.com/definition/communication www.food.gov.uk/sites/default/files/multimedia/pdfs/publication www.hse.gov.uk/pubns/books/lawpocketcard.htm http://www.hse.gov.uk/riddor www.safenetwork.org.uk/getting_started/pages Government Working together to Safeguard Children March 2010 www.businessdictionary.com/definition/communication www.food.gov.uk/sites/default/files/multimedia/pdfs/publication www.hse.gov.uk/pubns/books/lawpocketcard.htm http://www.hse.gov.uk/riddor www.ofsted.gov.uk www.safenetwork.org.uk/getting_started/pages