An Example of an Introduction

Body of Essay An Example Of How To Construct A Six Step Paragraph Step one: Write a lead in sentence that refers back to the essay topic It is the intention of this paragraph to analyse how and when Drug Inc. enior managers can deal with resistance to change, downsizing and casualisation of non-core employees. Step Two: Cite expert opinion to support your upcoming cause and effect analytical example. Kotter Schlesinger (1979), as cited in Wood et al. , (2006:504), argues that there are six ways to deal with resistance to change namely education and communication, participation and involvement, support and facilitation, negotiation and agreement, manipulation and cooptation and explicit coercion. Step Three: Write a measurable cause and effect analytical example Drug Inc. top managers have decided to downsize and casualise its non-core workforce to reduce labour costs and introduce internet selling as part of its operations. However, these changes can impact on employees and may lead to a decrease in job satisfaction, absenteeism, morale, uncertain and fear of future employment. Therefore the Drug Inc. managers implement its changes by implementing a strategic planned change management approach that deals with resistance to change processes. Step Four: Cite expert opinion to support your analysis of the advantages of: Makawatsukul Kleiner (2003), argues that the key advantages of managers and change agents being actively involved in managing change is that they are able to inform employees about the impending change being planned with open and honest communication, and by expressing the reason for downsizing. In stage 2 the remaining employees should be involved in redesigning and improving their job roles and responsibilities. In stage 3 Drug Inc. generous remuneration offers should be made to the survivors of the downsizing to highlight how valued they are by management. In addition Makawatsukul Kleiner (2003), also argues that the Drug Inc. needs to provide stress management, skill assessment, career counselling, workplace placement programs while training programs should also be provided to the remaining employees, in an effort increase their confidence and skills in performing new job roles. Step Five: Cite expert opinion to support your analysis of the disadvantages of: Whereas, Dawson, (1996), as cited in Saka (2002), argues that the key disadvantage of managers and change agents not communicating to employees the impending threat of downsizing and job redesign may result in an increase in rumours that leads to an increase in staff absenteeism, a decline in staff morale and loyalty that could ultimately result in an increase in staff turnover of highly talented and core employees. Step Six: Write a concluding sentence (or two) that summarises the key point(s) contained in the paragraph In conclusion, resistance to downsizing within the Drug Inc. organization can only be overcome if employees concerns are dealt with openly and honestly and the survivors new job roles and responsibilities are clearly defined and opportunities for training and development and advancement are explained to each employee on an individual basis. An example of how to write an excellent paragraph This is a repeat of the previous page but in the correct paragraphing format) It is the intention of this paragraph to analyse how and when Drug Inc. senior managers can deal with resistance to change, downsizing and casualisation of non-core employees. Kotter Schlesinger (1979), as cited in Wood et al. , (2006:504), argues that there are six ways to deal with resistance to change namely education and communication, participation and involvement, support and facilitation, negotiation and agre ement, manipulation and cooptation and explicit coercion. Drug Inc. top managers have decided to downsize and casualise its non-core workforce to reduce labour costs and introduce internet selling as part of its operations. However, these changes can impact on employees and may lead to a decrease in job satisfaction, absenteeism, morale, uncertain and fear of future employment. Therefore the Drug Inc. managers implement its changes by implementing a strategic planned change management approach that deals with resistance to change processes. Makawatsukul Kleiner (2003), argues that the key advantages of managers and change agents being actively involved in managing change is that they are able to inform employees about the impending change being planned with open and honest communication, and by expressing the reason for downsizing. In stage 2 the remaining employees should be involved in redesigning and improving their job roles and responsibilities. In stage 3 Drug Inc. enerous remuneration offers should be made to the survivors of the downsizing to highlight how valued they are by management. In addition Makawatsukul Kleiner (2003), also argues that the Drug Inc. needs to provide stress management, skill assessment, career counselling, workplace placement programs while training programs should also be provided to the remaining employees, in an effort increase their confidence and skills in performing new job roles. Whereas, Dawson (1996), as cited in Saka (2002), argues that the key disadvantage of managers and change agents not communicating to employees the impending threat of downsizing and job redesign may result in an increase in rumours that leads to an increase in staff absenteeism, a decline in staff morale and loyalty that could ultimately result in an increase in staff turnover of highly talented and core employees. In conclusion, resistance to downsizing within the Drug Inc. organization can only be overcome if employees concerns are dealt with openly and honestly and the survivors new job roles and responsibilities are clearly defined and opportunities for training and development and advancement are explained to each employee on an individual basis. An Example Of A Conclusion In conclusion, the key issues identified within the KD Transport case study are John the Managing Director’s autocratic leadership style, his autocratic decision making style and involvement in job analysis and job redesign in preparation for downsizing non core job roles. In order to overcome the issues identified in KD Transport, these issues should be addressed efficiently. The first key problem identified is that John the Managing Director of KD Transport should be ready to change his traits and behaviours to overcome the problems facing at the moment due to his autocratic leadership style and autocratic decision making. The first key recommendation is that John adopts more participative leadership style over the current autocratic leadership style because it is likely to result in creative and innovative ideas, employee involvement in decision making that generate a broad range of actions that could be considered for implementation. The second key problem identified in the case study is that John the Managing Director should involve fellow managers and employees in the decision making process. The second key recommendation is that John adopts participative decision making where the Managing Director seeks input from other managers and employees and it is likely to result in increased employee satisfaction, improved staff loyalty, increased productivity and more informal efficient decision making outcomes. The third key issue identified is that John should involve HR personnel in job analysis and job redesign process. The third key recommendation is that John the Managing Director seek the involvement of HR Personnel or a HR consultant in employee downsizing, job analysis and job redesign process because HR personnel have the expertise to conduct job analysis and identify which job roles should be downsized and which employees and job roles should survive in order to achieve short term as well as long term organizational goals and objectives. Furthermore, the HR personnel has the expertise to design a training and coaching process for the survivors of the re-organisation process at KD Transport to perform the new job roles and responsibilities as a result of the job redesign process that occurred with the amalgamation of three warehouses into one. Finally, John the Managing Director should take all the aforesaid factors into consideration in order to facilitate the smooth running of the business and over come the current problems that KD Transport is experiencing. An Brief Example Of A Bibliography (A bibliography must be in alphabetical order of authors cited) References: Compton, R. , Morrissey, W. , and Nankervis, A. , (2006), Effective Recruitment and selection practices, 4th edition, CCH Aust Ltd, Sydney Deresky, H (2008), International Management: Managing across borders and cultures, 6th edition, Pearson Prentice Hall, New Jersey, USA. Fish, A. , Bhanuogopan, R Cogin, J. , (2008), ‘Value orientations as predicators of cultural and business impact’, Cross Cultural Management: An International Journal, Vol. 15, No. 1, pp. 30-48. Fu, P. , Yukl, G. , (2000), ‘Perceived effectiveness of influence tactics in the United States and China’, Leadership Quarterly, Vol. 1, No. 2. pp. 35-55. Hayes, D. , Ninemeier, J. , (2008), Human Resources in he Hospitality Industry, John Wiley Sons Inc How To Cite Textbooks And Journals In Your Bibliography Citing textbooks in your bibliography is as follows: Surname, Initial of Christian Name, (Year of Publication) Title of Textbook, Name of Publisher, Place of Publication. Citing journals in your bibliography is as follows: Surname, Initial of Christian Name, (Year of Publication), Title of journal article, Name of journal article, Volume, Issue Number, Page Numbers. An Example of an Introduction Body of Essay An Example Of How To Construct A Six Step Paragraph Step one: Write a lead in sentence that refers back to the essay topic It is the intention of this paragraph to analyse how and when Drug Inc. enior managers can deal with resistance to change, downsizing and casualisation of non-core employees. Step Two: Cite expert opinion to support your upcoming cause and effect analytical example. Kotter Schlesinger (1979), as cited in Wood et al. , (2006:504), argues that there are six ways to deal with resistance to change namely education and communication, participation and involvement, support and facilitation, negotiation and agreement, manipulation and cooptation and explicit coercion. Step Three: Write a measurable cause and effect analytical example Drug Inc. top managers have decided to downsize and casualise its non-core workforce to reduce labour costs and introduce internet selling as part of its operations. However, these changes can impact on employees and may lead to a decrease in job satisfaction, absenteeism, morale, uncertain and fear of future employment. Therefore the Drug Inc. managers implement its changes by implementing a strategic planned change management approach that deals with resistance to change processes. Step Four: Cite expert opinion to support your analysis of the advantages of: Makawatsukul Kleiner (2003), argues that the key advantages of managers and change agents being actively involved in managing change is that they are able to inform employees about the impending change being planned with open and honest communication, and by expressing the reason for downsizing. In stage 2 the remaining employees should be involved in redesigning and improving their job roles and responsibilities. In stage 3 Drug Inc. generous remuneration offers should be made to the survivors of the downsizing to highlight how valued they are by management. In addition Makawatsukul Kleiner (2003), also argues that the Drug Inc. needs to provide stress management, skill assessment, career counselling, workplace placement programs while training programs should also be provided to the remaining employees, in an effort increase their confidence and skills in performing new job roles. Step Five: Cite expert opinion to support your analysis of the disadvantages of: Whereas, Dawson, (1996), as cited in Saka (2002), argues that the key disadvantage of managers and change agents not communicating to employees the impending threat of downsizing and job redesign may result in an increase in rumours that leads to an increase in staff absenteeism, a decline in staff morale and loyalty that could ultimately result in an increase in staff turnover of highly talented and core employees. Step Six: Write a concluding sentence (or two) that summarises the key point(s) contained in the paragraph In conclusion, resistance to downsizing within the Drug Inc. organization can only be overcome if employees concerns are dealt with openly and honestly and the survivors new job roles and responsibilities are clearly defined and opportunities for training and development and advancement are explained to each employee on an individual basis. An example of how to write an excellent paragraph This is a repeat of the previous page but in the correct paragraphing format) It is the intention of this paragraph to analyse how and when Drug Inc. senior managers can deal with resistance to change, downsizing and casualisation of non-core employees. Kotter Schlesinger (1979), as cited in Wood et al. , (2006:504), argues that there are six ways to deal with resistance to change namely education and communication, participation and involvement, support and facilitation, negotiation and agre ement, manipulation and cooptation and explicit coercion. Drug Inc. top managers have decided to downsize and casualise its non-core workforce to reduce labour costs and introduce internet selling as part of its operations. However, these changes can impact on employees and may lead to a decrease in job satisfaction, absenteeism, morale, uncertain and fear of future employment. Therefore the Drug Inc. managers implement its changes by implementing a strategic planned change management approach that deals with resistance to change processes. Makawatsukul Kleiner (2003), argues that the key advantages of managers and change agents being actively involved in managing change is that they are able to inform employees about the impending change being planned with open and honest communication, and by expressing the reason for downsizing. In stage 2 the remaining employees should be involved in redesigning and improving their job roles and responsibilities. In stage 3 Drug Inc. enerous remuneration offers should be made to the survivors of the downsizing to highlight how valued they are by management. In addition Makawatsukul Kleiner (2003), also argues that the Drug Inc. needs to provide stress management, skill assessment, career counselling, workplace placement programs while training programs should also be provided to the remaining employees, in an effort increase their confidence and skills in performing new job roles. Whereas, Dawson (1996), as cited in Saka (2002), argues that the key disadvantage of managers and change agents not communicating to employees the impending threat of downsizing and job redesign may result in an increase in rumours that leads to an increase in staff absenteeism, a decline in staff morale and loyalty that could ultimately result in an increase in staff turnover of highly talented and core employees. In conclusion, resistance to downsizing within the Drug Inc. organization can only be overcome if employees concerns are dealt with openly and honestly and the survivors new job roles and responsibilities are clearly defined and opportunities for training and development and advancement are explained to each employee on an individual basis. An Example Of A Conclusion In conclusion, the key issues identified within the KD Transport case study are John the Managing Director’s autocratic leadership style, his autocratic decision making style and involvement in job analysis and job redesign in preparation for downsizing non core job roles. In order to overcome the issues identified in KD Transport, these issues should be addressed efficiently. The first key problem identified is that John the Managing Director of KD Transport should be ready to change his traits and behaviours to overcome the problems facing at the moment due to his autocratic leadership style and autocratic decision making. The first key recommendation is that John adopts more participative leadership style over the current autocratic leadership style because it is likely to result in creative and innovative ideas, employee involvement in decision making that generate a broad range of actions that could be considered for implementation. The second key problem identified in the case study is that John the Managing Director should involve fellow managers and employees in the decision making process. The second key recommendation is that John adopts participative decision making where the Managing Director seeks input from other managers and employees and it is likely to result in increased employee satisfaction, improved staff loyalty, increased productivity and more informal efficient decision making outcomes. The third key issue identified is that John should involve HR personnel in job analysis and job redesign process. The third key recommendation is that John the Managing Director seek the involvement of HR Personnel or a HR consultant in employee downsizing, job analysis and job redesign process because HR personnel have the expertise to conduct job analysis and identify which job roles should be downsized and which employees and job roles should survive in order to achieve short term as well as long term organizational goals and objectives. Furthermore, the HR personnel has the expertise to design a training and coaching process for the survivors of the re-organisation process at KD Transport to perform the new job roles and responsibilities as a result of the job redesign process that occurred with the amalgamation of three warehouses into one. Finally, John the Managing Director should take all the aforesaid factors into consideration in order to facilitate the smooth running of the business and over come the current problems that KD Transport is experiencing. An Brief Example Of A Bibliography (A bibliography must be in alphabetical order of authors cited) References: Compton, R. , Morrissey, W. , and Nankervis, A. , (2006), Effective Recruitment and selection practices, 4th edition, CCH Aust Ltd, Sydney Deresky, H (2008), International Management: Managing across borders and cultures, 6th edition, Pearson Prentice Hall, New Jersey, USA. Fish, A. , Bhanuogopan, R Cogin, J. , (2008), ‘Value orientations as predicators of cultural and business impact’, Cross Cultural Management: An International Journal, Vol. 15, No. 1, pp. 30-48. Fu, P. , Yukl, G. , (2000), ‘Perceived effectiveness of influence tactics in the United States and China’, Leadership Quarterly, Vol. 1, No. 2. pp. 35-55. Hayes, D. , Ninemeier, J. , (2008), Human Resources in he Hospitality Industry, John Wiley Sons Inc How To Cite Textbooks And Journals In Your Bibliography Citing textbooks in your bibliography is as follows: Surname, Initial of Christian Name, (Year of Publication) Title of Textbook, Name of Publisher, Place of Publication. Citing journals in your bibliography is as follows: Surname, Initial of Christian Name, (Year of Publication), Title of journal article, Name of journal article, Volume, Issue Number, Page Numbers.

Zabeel Saray Hotel background Essay Example | Topics and Well Written Essays - 500 words

Zabeel Saray Hotel background - Essay Example Hotels of this chain spread across the globe include Jumeirah Dhevanafushi which is in Maldives, Shanghai based Jumeirah Himalayas Hotel, Jumeirah Carlton Tower in London, Jumeirah Frankfurt Hotel in Germany, and Jumeirah Essex House which is a famous hotel in New York. Jumeirah Hospitality and the Emirates Academy of Hospitality Management are both organized by the Jumeirah Group. Currently, Jumeirah hotels are in different countries including Jordan, Bermuda, Thailand, the UK and the USA. Although the prime function of the Jumeirah Group is operation of resorts and luxury hotels, yet the Group extends its functions to include management of the Jumeirah Living and of serviced residences that include but are not limited to the spa brand Talise, Jumeirah Group’s restaurant division, Jumeirah Retail and the Wild Wadi Waterpark. â€Å"Whenever you stay with us or use any of our services, our aim is for you to come away with a sense of the Jumeirah spirit - a genuinely caring and personal service† (Lawless, 2011). Jumeirah Zabeel Saray is one of the hotels of the Jumeirah hotel chain which is located in the West Crescent, Palm Jumeirah in Dubai. It is on one of the exotic private beaches of Dubai in the vicinity of the Emirates Golf Club and the Dubai Marina Mall. At Jumeirah Zabeel Saray, customers enjoy â€Å"unparalleled luxury, [are] introduced to the royalty of the Ottoman Empire and sure enough get fascinated by the unrivaled hospitality† (Dubaishortstay.com, 2012). The speciality of Jumeirah Zabeel Saray is that it provides its customers with a wonderful experience of a walk on the sand beach in the sun along with all the luxuries conventionally provided by the Jumeirah hotel chain. â€Å"Spend the day at the beach and work on your tan with sun loungers (chaise longues) or relax in the shade with umbrellas† (Hotels.com, 2012). Jumeirah Zabeel Sarah has five restaurants in total.

Medieval Philosophy Assignment Example | Topics and Well Written Essays - 1250 words

Medieval Philosophy - Assignment Example Hence, metaphysical forces, including heavenly bodies and evil spirits, constrain human desires and create hurdles on the way to getting involved in different activities out of their free will. Furthermore, since the blessings and bounties showered by God upon humans, bring joys in their life, so humans must seek His protection in order to escape misfortunes in life. However, God has also granted powers to the evil forces existing in the universe and has allowed them to hurt and harm the individuals through their trickery. These forces tempt humans to follow their desires without making the adequate judgment between right and wrong. Consequently, there seems to be a high probability of humans to become prey to the evil temptations by extending their wishes and desires to a great extent. As a result, natural forces inflict the humans with deprivations that constraint their free will and limit their actions and conducts for the future days to come on the basis of the foreknowledge the Providence maintains. Question 3 (Answer): Contemporary era theologian and philosopher, Nelson Pike, has critically examined the Boethius’ doctrine regarding omniscience and free will. Since Boethius has submitted his claim that it is omniscience that constrains human free will, no human action is free and independent one in its nature and scope. However, Pike refutes the very notion by declaring it false and against the very evidence altogether. Pike is of the view that since God is all-Knowing and all-Powerful, He has foreknowledge of each and every incident that would happen in the life of every human throughout his life. Pike supports his thesis with several illustrations and examples, in order to clarify his argument regarding the powers granted to humans by the Lord for performing their domestic and professional duties and obligations. If a person, Pike argues, is determined to do something either trivial or important, God certainly maintains foreknowledge of it. Howeve r, He has allowed humans to apply their free will, out of their personal choices, in order to perform their everyday activities without any hurdle or obstacle on the way. In other words, though every incident to be taken place in the world in the life of humans is in the knowledge of God, yet He does not restrict the humans from taking part in individual and collective activities of their choice by constraining each and every human action. On the contrary, He has gifted the humans with the powers to even negate His very existence, as atheist observe, though He has complete foreknowledge of it. If God starts imposing constraints on every human action, then there would neither be any space for the atheists and infidels nor could humans be able to make this world a region where crimes, offenses, sins, and law-breaking occur very frequently. Thus, Pike nullifies Boethius’s doctrine that God’s omniscience limits human actions in such a powerful manner that it destroys the c oncept of free will altogether. However, Boethius does not claim that every human action is barred by the natural regulatory authorities.