Inherent Difficulties in thePerformance Appraisal Process Essay Sample free essay sample

The public presentation direction rhythm begins with nonsubjective scene where the appraisee ought to be oriented about public presentation outlooks for the given public presentation period. Throughout the period. public presentation is measured officially through the public presentation assessment exercising. where the valuator is given the opportunity to give public presentation feedback through an interview. The public presentation direction system is meaningfully linked to wagess based on results or consequences. Following all these. alterations are implemented to aims and activities. including the drafting of an single development program for shuting competence spreads ( Clark. 1998 ) . Types of Performance Appraisal Systems Traditionally. employee public presentation has been evaluated entirely by supervisors. Recently. nevertheless. organisations have realized that supervisors see merely certain facets of an employee’s behaviour. For case. a director might see merely 30 % of his staff’s behaviour ; the remainder is observed by clients. equals. and support staff in other parts of the organisation. We will write a custom essay sample on Inherent Difficulties in thePerformance Appraisal Process Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Furthermore. the staff might act otherwise around her supervisor than around other people. Consequently. to obtain an accurate position of the staff’s public presentation. these other beginnings should supply feedback. The cant for utilizing multiple beginnings to measure public presentation is 360-degree feedback ( Gruner. 1997 ) . Beginnings of relevant information include supervisors. equals. subsidiaries. clients. and self-appraisal. Harmonizing to Conway and Huffcutt ( 1997 ) . there is frequently really small understanding in the manner that two supervisors evaluate an employee or that a supervisor and a equal might rate an employee. Interestingly. supervisors whose self-ratings agree with others’ evaluations tend to be better performing artists than supervisors whose evaluations are non consistent with others’ ( Witt. 1996 ) . Supervisor Appraisals By far. the most common type of public presentation assessment is the supervisor evaluation. In fact. Bernardin A ; Beatty ( 1984 ) estimated that over 90 % of all public presentation assessments are conducted utilizing supervisors’ evaluations of public presentation. Supervisors are best able to measure the extent to which an employee contributes to the overall success of the organisation. Through supervisors may non see every minute of an employee’s behaviour. they do see the terminal consequence. A superior may non really see a staff mark up clients but will reexamine the overall end product for the twenty-four hours. Peer Appraisals Whereas supervisors see the consequences of an employee’s attempts. equals frequently see the existent behaviour. Peer evaluations normally come from employees who work straight with an employee. An employee may be rated by those in the same degree or place. However. other employees in the organisation. those who frequently come in contact with the employee. can besides supply utile information. Research has shown that equal evaluations are reasonably dependable merely when the equals who make the evaluations are similar to and sell acquainted with the employees being rated ( Mumford. 1983 ) . Most of import. equal evaluations have been successful in foretelling the hereafter success of promoted employees as they correlate extremely with supervisor evaluations ( Cederbloom. 1989 ) . But even through equal evaluations appear promising. few organisations use them. One ground could be that peer evaluations are indulgent when used for rating intents bit non when they are used merely to supply feedback ( Farh. Cannella. A ; Bedeian. 1991 ) . Research suggests that certain employees are more indulgent in their equal evaluations than are other employees. Saavedra A ; Kwun ( 1993 ) found that high performing artists evaluate their equals more purely than make low performing artists. This difference in evaluations is likely because employees compare others to themselves. Therefore. the mean employee does non look impressive to a high performing artist but may to a less productive employee. Though equals may supply a alone position of public presentation. employees tend to respond worse to negative feedback from equals than they do to feedback from experts ( Albright A ; Levy. 1995 ) . Employees who score high in self-esteem. high in self-monitoring. and low in individuality react most favourably to peer evaluations ( Long. Long A ; Dobbins. 1998 ) . Subordinate Appraisals Subordinate feedback. besides called upward feedback is an of import constituent of 360-degree feedback. as subsidiaries can supply a really different position about a supervisor’s behaviour ( Whetstone. 1994 ) . However. with the exclusion of pupils evaluation instructors. formal methods are neither common nor good regarded by directors ( McEvoy. 1990 ) . Subordinate evaluations can be hard to obtain because employees fear a recoil if they unfavorably rate their supervisor. particularly when a supervisor has merely one or two subsidiaries. However. subordinates’ feedback can be encouraged if supervisors appear unfastened to employee remarks ( Baumgartner. 1994 ) and if the evaluations are made anonymously ( Antonioni. 1994 ) . Interestingly. subordinate evaluations correlate extremely with upper direction evaluations of supervisors’ public presentation ( Furnham A ; Stringfield. 1994 ) . Research indicates that low-level feedback can heighten managerial public presentation. particularly that of ill executing directors ( Walker. 1997 ) . This betterment in public presentation holds particularly for countries targeted for betterment ( Clarke. Rogers. A ; Miklos. 1996 ) . Customer Appraisals Though it would be improbable that an organisation would inquire clients to make full out a public presentation assessment instrument on an employee. organisations do value client feedback. Informally. clients provide feedback on employee public presentation by registering ailments or congratulating a director about one of his subsidiaries. Formally. clients provide feedback by finishing rating cards ( Farh. Canella. A ; Bedeian. 1991 ) . Self-appraisal Leting an employee to measure her ain behaviour and public presentation is a technique used by 12 % of a sample of organisations ( Laser A ; Wisdom. 1977 ) . Research on self-appraisal. nevertheless. has demonstrated that self-appraisals tend to endure from lenience ( Holdback. 1978 ; Meyer. 1980 ) and correlate reasonably ( r= . 29 ) with existent public presentation ( Maybe A ; West. 1982 ) and ill with low-level evaluations ( London A ; Wholes. 1991 ) . However. when ratings are made with clear evaluation criterions and societal comparing information. understanding is increased between self- and supervisor evaluations ( Keeping A ; Sulky. 1996 ) . The lenience found in the self-ratings of US workers may non generalise to other states. Farh. Dobbins. and Cheng ( 1991 ) found that the self-ratings of Chinese workers suffered from modestness instead than lenience However. Furnham A ; Stringfield ( 1994 ) and Yu and Murphy ( 1993 ) found lenience in the self-ratings of Mainland Chinese employees. Further research is still needed to look into possible cultural differences in Mainland Chinese evaluations. Self-appraisals of public presentation appear to be the most accurate when the intent of the self-appraisal is for either research or public presentation assessment review interviews instead than for such administrative intents as rises or publicities ( Williams A ; Levy. 1992 ) . and when employees believe that an nonsubjective record of their public presentation is available with which the supervisor can compare the self-appraisal ( Farh A ; Werbel. 1986 ) . Systems for Measuring Performance Trait-focused assessment systems. A trait-focused system dressed ores on employees’ properties such as their dependableness. assertiveness. and friendliness. Though normally used. trait focused public presentation assessment instruments are non a good thought because they provide hapless feedback and therefore will non ensue in employee development and growing ( Kingstrom A ; Bass. 1981 ) . For illustration. in a public presentation reappraisal meeting in which the supervisor tells an employee that she received low evaluations on duty and friendliness. the employee is likely to go defensive. Furthermore. the employee will desire specific examples the supervisor may non hold available ( Kingstrom A ; Bass. 1981 ) . Behavior-focused public presentation assessment systems. Behavior-focused instruments concentrate on what an employee does. Alternatively of evaluation them on personal traits. a behavior-focused instrument would rate him or her on specific behaviours. For illustration. in the instance of a bank Teller. some behaviours that may be rated on are as follows: â€Å"Knows customers’ names† . and â€Å"Thanks client after each dealing. † The obvious advantage to a behavior-focused system is the sum of specific feedback that can be given to each employee. Further. the focal point on behaviour instead than traits does non merely cut down employee defensiveness but reduces legal jobs ( Kingstrom A ; Bass. 1981 ) . There are assorted methods for evaluation behaviour. as follows: Graphic evaluation graduated tables. The most common evaluation graduated table is the in writing evaluation graduated table. Such graduated tables are simple. with 5 to 7 points accompanied by words such as good and hapless grounding the terminals of the graduated table. The obvious advantage to graphic evaluation graduated tables is their easiness of building and usage. but they have been criticized because of their susceptibleness to such evaluation mistakes as aura and lenience ( Kingstrom A ; Bass. 1981 ) Behaviorally anchored evaluation graduated tables. P. C. Smith and Kendall ( 1983 ) developed behaviorally anchored evaluation graduated tables ( BARSs ) . which use critical incidents ( samples of behaviour ) to supply significance to the Numberss on a evaluation graduated table. To utilize the graduated table when really evaluation public presentation. the supervisor compares the incidents she has recorded for each employee to the incidents on the graduated table. This can be done in one of two ways. The most accurate ( and clip devouring ) method compares each of the recorded incidents to the ground tackles and records the value of the incident on the graduated table that most closely resembles the recorded incident. The value for each incident is summed and divided by the entire figure of incidents recorded for that dimension ; this yields an mean incident value. which is the employee’s evaluation for that peculiar occupation dimension ( Smith A ; Kendall. 1983 ) . In the 2nd method. which is easier but is less accurate. all of the recorded incidents are read to obtain a general feeling of each employee. This general feeling is compared to the incidents that anchor each graduated table point. The scale point following to the incident that most closely resembles the general feeling gained from the incidents so becomes an employee’s mark for that dimension ( Smith A ; Kendall. 1983 ) . Evaluation of Performance Appraisal Methods We now come to the inquiry of measuring which assessment method is best. Research has shown that more complicated techniques such as BARS. forced-choice graduated tables. and assorted criterion graduated tables are merely on occasion superior to cheap and unsophisticated in writing evaluation graduated tables ( Giffin. 1989 ) . In fact. behavioural ground tackles sometimes bias supervisors’ evaluations by coercing them to concentrate on specific behaviours ( Murphy A ; Constans. 1987 ) . Yet in writing evaluation graduated tables are rarely superior to these more complicated evaluation methods. Although the more complicated techniques are merely more psychometrically sound. they still have some advantages over in writing evaluation graduated tables. Because employees are straight involved in making techniques such as BARS. they tend to see public presentation rating consequences as being more just. Furthermore. many supervisors who make such evaluations prefer many of the more complicated behavioural attacks. Finally feedback from BARS may take to greater additions in future public presentation than feedback from in writing evaluation graduated tables ( Hom. DeNisi. Kinicki. A ; Bannister. 1982 ) . Though many of the behavioural methods yield similar consequences. the same is non true when comparing subjective and nonsubjective evaluations. A meta-analysis by Bommer. Johnson. Rich. Podsakoff. and Mackenzie ( 1995 ) indicated that aim and subjective consequences are merely somewhat correlated ( r= . 39 ) . Interestingly. there was a stronger relationship between aim and subjective evaluations of measure ( r= . 38 ) than between nonsubjective and subjective evaluations of quality ( r= . 24 ) . From a legal position. tribunals are more interested in the due procedure afforded by a public presentation assessment system that in its proficient facets. After reexamining 295 circuit tribunal determination sing public presentation assessment. Werner A ; Bolino ( 1997 ) concluded that public presentation assessment systems are most likely to last a legal challenge if they are based on occupation analysis. if raters receive preparation and written instructions. if employees are allowed to reexamine consequences. and if evaluations from multiple raters are consistent. Rating Mistakes Some of the mistakes that may be committed in measuring public presentation are discussed below: Distribution mistakes. A common type of mistake in measuring employee public presentation involves the distribution of evaluations on a evaluation graduated table ; such mistakes are known as distribution mistakes. One sort of distribution mistake is called lenience mistake because certain raters tend to rate every employee at the upper terminal of the scale regardless of the existent public presentation of the employee. A related mistake is cardinal inclination mistake. which consequences in a supervisor’s evaluation every employee in the center of the graduated table. Still another mistake. strictness mistake. rates every employee at the lower terminal of the graduated table. These types of mistakes pose jobs for an organisation because two employees making equal work will have different evaluations if one employee is supervised by a indulgent rater and another by a rigorous rater. This job can be eliminated partially by holding several people rate each employee ( Kane A ; Lawler. 1979 ) . although this is non frequently executable. particularly in little trade name offices with merely one director or supervisor. Halo errrors.A aura mistake occurs when a rater allows either a individual property or an overall feeling of an single to impact evaluations that she makes on each relevant occupation dimension. Halo effects occur particularly when the rater has small cognition of the occupation and is less familiar with the individual being rated ( Kozlowski. Kirsh. A ; Chao. 1986 ) . Normally. halo mistake is statistically determined by correlating the evaluations for each dimension with those for the other dimensions. If there are extremely correlated. halo mistake is frequently said to hold occurred. However. some writers argue that many times consistent evaluations across several dimensions indicate non error but existent employee public presentation. Halo mistakes may or may non be a serious job. but they can be reduced by holding supervisors rated each trait at several times. That is. the supervisor might rate the employee on attending one twenty-four hours and so rate her on dependableness the following twenty-four hours ( Balzer A ; Sulzky. 1992 ) . Proximity mistakes. Proximity mistakes occur when a evaluation made on one dimension affects the evaluation on the dimension that instantly follows it on the evaluation graduated table. With propinquity mistake. merely the dimensions physically located nearest a peculiar dimension on the evaluation graduated table are affected ; the ground for the consequence. in fact. is the close physical propinquity of the dimension instead than the overall feeling ( Balzer A ; Sulzky. 1992 ) . Contrast mistakes.The public presentation evaluations one individual receives can be influenced by the public presentation of the antecedently evaluated individual. These mistakes can happen between separate public presentation ratings of the same individual. That is. the evaluations received by one individual on one public presentation assessment will impact the evaluations made on an appraisal six months subsequently ( Bravo A ; Kravitz. 1996 ) . Contrast effects occur merely when the individual doing the rating really sees the employee perform and rates the employee during both evaluation periods. Even if a new supervisor reads that an employee’s old ratings were first-class but observes hapless public presentation by the employee. she will likely go on to give first-class evaluations – even though the employee’s public presentation deteriorated. Smither et Al ( 1988 ) name this evaluation mistake assimilation. Sampling Problems Recency consequence. Performance assessments are typically conducted one time or twice a twelvemonth. The rating is designed to cover all of the behaviours that have taken topographic point during the old 6 months to a twelvemonth. Research has demonstrated. nevertheless. that recent behaviours are given more weight in the public presentation rating than behaviours that occurred during the first few months of the rating period. Such an consequence penalizes workers who performed good during most of the period but tailed off toward the terminal. and it rewards workers who save their best work until merely before the rating ( Bravo A ; Kravitz. 1996 ) . Infrequent observation.Another job that affects public presentation assessments is that many directors or supervisor do non hold the chance to detect a representative sample of employee behaviour. Infrequent observation occurs for two grounds. First. directors are frequently so busy with their ain work that they frequently have no clip to â€Å"walk the floor† and detect their employees’ behaviour. Alternatively. they make illations based on completed work or employee personality traits ( Conway A ; Huffcutt. 1997 ) . This job can be alleviated slightly by holding several raters evaluate the employee. Other raters can be other supervisors. equals. and even clients. A meta-analysis conducted by Conway and Huffcutt ( 1997 ) indicated that supervisor evaluations on the mean correlative. 34 with equal evaluations. Thus. even though the two groups tend to hold with one another. the understanding is surely non perfect. Cognitive Processing of Observed Behavior Observation of behaviour. Just because an employee’s behaviour is observed does non vouch that it will be decently remembered or recalled during the public presentation assessment. Cooper ( 1981 ) indicates that raters recall those behaviours that are consistent with the general feeling of an employee ( a aura ) . And the greater the clip interval between the existent behaviour and the public presentation evaluation. the greater the chance that aura and deformation mistakes occur. Furthermore. raters who are familiar with the occupation being evaluated callback more judgements about public presentation but fewer behaviours than do raters who are unfamiliar with the occupation ( Cooper. 1981 ) . But even though memory-based evaluations lead to more deformation. in many fortunes they are more accurate than evaluations made instantly after the behaviours occur ( Murphy A ; Blazer. 1986 ) . The ground for these additions in aura and truth is non clear. Supervisors possibly realize that it will be a long internal between observation of employee behaviour and the formal rating of that behaviour and that they will non be able to retrieve specific behaviours. Therefore. they form an overall feeling of the employee and an ideal and a hapless employee and measure the employee on the footing of comparing with the ideal ( Murphy A ; Blazer. 1986 ) . Emotional province. The sum of emphasis under which a supervisor operates besides affects her public presentation evaluations. Srinivas and Motowidlo ( 1987 ) found that raters who were placed in a nerve-racking state of affairs produced evaluations with more mistakes than did raters who were non under emphasis. This determination is of import because public presentation ratings are frequently conducted hastily as supervisors evaluated employee public presentation so that they can return to their â€Å"real† work. Raters who like the individual being rated may be more indulgent and less accurate in evaluation employees than are raters who neither like nor dislike their employees. But this does non intend that a individual who is liked will ever have higher evaluations than person who is disliked. The rater may cover in an attempt to be â€Å"fair† . The rater’s feelings or impact. toward an employee may interfere with the cognitive processing of existent public presentation information ( Srinivas and Motowidlo. 1987 ) . Research has besides indicated that racial prejudice exists in public presentation ratings. Kraiger and Ford ( 1985 ) conducted a meta-analysis of 74 surveies and found that White raters gave higher public presentation evaluations to White employees and that Black raters gave higher evaluations to Black employees. Interestingly. this prejudice occurred merely with surveies affecting existent organisations ; laboratory research seldom reveal racial prejudice in evaluation. Communicating Appraisal Results to Employees Possibly the most of import usage of public presentation rating informations is to supply feedback to the employee and measure his or her strengths and failings so that farther preparation can be implemented. Although this feedback and preparation should be an on-going procedure. the semi-annual rating might be the best clip to officially discourse employee public presentation. Furthermore. keeping a formal reappraisal interview places the organisation on better legal land in the event of a case ( Field A ; Holley. 1982 ) . Normally. in most organisations a supervisor spends a few proceedingss with employees every six months to state them about the tonss they received during the most recent public presentation rating period. This procedure is likely the norm because most directors do non like to judge others ; because of this disfavor. they try to finish the rating procedure every bit rapidly as possible ( Field A ; Holley. 1982 ) . Furthermore. seldom does measuring employees benefit the supervisor. The best scenario is to hear no ailments. and the worst scenario is a case. In fact. one survey demonstrated that dissatisfaction and a lessening in organisational committedness occurs even when an employee receives an rating that is â€Å"satisfactory† but non outstanding ( Pearce A ; Porter. 1986 ) . Finally. in the â€Å"tell and sell† attack to public presentation assessment interviews. a supervisor â€Å"tells† an employee everything she has done ill and so â€Å"sells† her on the ways in which she can better. This method. nevertheless. accomplishes small. There are certain techniques that will do the public presentation assessment interview more effectual. and these are discussed in the undermentioned subdivisions. Both the supervisor and the employee must hold clip to fix for the reappraisal interview. Both should be allowed at least 1 hr to fix before an interview and at least 1 hr before the interview itself ( Pearce A ; Porter. 1986 ) . The interview location should be a impersonal topographic point that ensures privateness and allows the supervisor and the employee to confront one another without a desk between them as a communicating barrier ( Rhoads. 1997 ) . Performance assessment reappraisal interviews should be scheduled at least one time every 6 months for most employees and more frequently for new employees. Review interviews are normally scheduled 6 months after an employee begins working for the organisation. It is of import to observe that while formal public presentation reappraisal interviews occur merely twice a twelvemonth. informal â€Å"progress checks† should be held throughout the twelvemonth to supply feedback ( Rhoads. 1997 ) . While fixing for the interview. the supervisor should reexamine the evaluations she has assigned to the employee and the grounds for those evaluations. This measure is of import because the quality of feedback given to employees will impact their satisfaction with the full public presentation assessment procedure ( King. 1984 ) . Meanwhile the employee should rate her ain public presentation. utilizing the same format as the supervisor. The employee besides should compose down specific grounds and illustrations that support the evaluations she gives herself ( King. 1984 ) . At the beginning of the interview. the supervisor should pass on the followers: 1 ) the function of the public presentation assessment – that doing determinations about salary additions and expirations is non its exclusive intent ; 2 ) how the public presentation assessment was conducted ; and 3 ) how the rating procedure was accomplished. It is advisable that the supervisor besides communicate her ain feelings about the public presentation assessment procedure ( Kelly. 1984 ) . The reappraisal procedure is likely best begun with the employee pass oning her ain evaluations and her justification for those evaluations. Research indicates that employees who are actively involved in the interview from the start will be more satisfied with the consequences. The supervisor so communicates his evaluations and his grounds for them ( King. 1984 ) . 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Modesty prejudice in self-ratings of public presentation: A trial of the cultural relating hypothesis.Personnel Psychology. 46 ( 2 ) .357-363.

Free Essays on Fanny Brice

Fanny Brice Fanny Brice had a very cool and inspiring career. The Entertainment industry didn’t know it at the time but her career would reflect significant changes in American theatre. Fanny was a thin, talented and very Jewish looking young lady. The common female performer of the day was the equivalent of a Vages show girl. Fanny didn’t exactly fit the mold of a typical female stage performer. The trend in theatre was to be more sexually explicit to accommodate the growing number of male audience members. So the content changed dramatically, women performers had become silent, just on stage to display their bodies. â€Å" Turn of the century theatrical posters pictured a world dominated by females.† â€Å" Men (usually rendered as upper class) were represented as powerless onlookers, Functionaries, or victims of working class women’s overbearing sexual presence.† Sounds empowering, yes it is, but for all the wrong reasons. This type of advertising makes the m look like empowered peaces of meat. In a world full of other performers jockeying for fame, Fanny enlisted (bribed is more like it) help from the dancers. Dancing was a big thing that she needed to work on to make herself a more marketable talent. She grabbed up all the undergarments in her house and would give them to the dancers in exchange for dance lessons. Over time she became Quite good. She took a similar approach when it came to getting a song written. â€Å" All the other Singers were surrounding Ziegfields two African-American song writers, Joe Jordan and will Marion Cook, hoping to get a song written especially for them.† Fanny did what every fine upstanding politician would do, She Bribed them; with food that is. â€Å" How would you like a real home cooked meal? My mom is the best cook in Now York.† The ploy worked. They ended up giving her the song â€Å" Lovely Joe.† The really cool thing about Fanny is that she took the initiative and didn’t except t... Free Essays on Fanny Brice Free Essays on Fanny Brice Fanny Brice Fanny Brice had a very cool and inspiring career. The Entertainment industry didn’t know it at the time but her career would reflect significant changes in American theatre. Fanny was a thin, talented and very Jewish looking young lady. The common female performer of the day was the equivalent of a Vages show girl. Fanny didn’t exactly fit the mold of a typical female stage performer. The trend in theatre was to be more sexually explicit to accommodate the growing number of male audience members. So the content changed dramatically, women performers had become silent, just on stage to display their bodies. â€Å" Turn of the century theatrical posters pictured a world dominated by females.† â€Å" Men (usually rendered as upper class) were represented as powerless onlookers, Functionaries, or victims of working class women’s overbearing sexual presence.† Sounds empowering, yes it is, but for all the wrong reasons. This type of advertising makes the m look like empowered peaces of meat. In a world full of other performers jockeying for fame, Fanny enlisted (bribed is more like it) help from the dancers. Dancing was a big thing that she needed to work on to make herself a more marketable talent. She grabbed up all the undergarments in her house and would give them to the dancers in exchange for dance lessons. Over time she became Quite good. She took a similar approach when it came to getting a song written. â€Å" All the other Singers were surrounding Ziegfields two African-American song writers, Joe Jordan and will Marion Cook, hoping to get a song written especially for them.† Fanny did what every fine upstanding politician would do, She Bribed them; with food that is. â€Å" How would you like a real home cooked meal? My mom is the best cook in Now York.† The ploy worked. They ended up giving her the song â€Å" Lovely Joe.† The really cool thing about Fanny is that she took the initiative and didn’t except t...

Overview of the US Civil War Battle of Richmond

Overview of the US Civil War Battle of Richmond In 1862, Confederate Major General Kirby Smith ordered an offensive into Kentucky. The advance team was led by Brigadier General Patrick R. Cleburne who had his cavalry led by Colonel John S. Scott out front. On August 29th, the cavalry began a skirmish with Union troopers on the road to Richmond, Kentucky. By noon, the Union infantry and artillery had joined the fight, causing the Confederates to retreat to Big Hill. Pressing his advantage, Union Brigadier General Mahlon D. Manson sent a brigade to march towards Rogersville and the Confederates. Dates August 29-30, 1862 Location Richmond, Kentucky Key Individuals Involved Union: Major General William NelsonConfederate: Major General E. Kirby Smith Outcome Confederate Victory. 5,650 casualties of which 4,900 were Union soldiers. Overview of the Battle The day ended with a brief skirmish between the Union forces and Cleburne’s men. During the evening both Manson and Cleburne discussed the situation with their superior officers. Union Major General William Nelson ordered another brigade to attack. Confederate Major General Kirby Smith gave Cleburne the order to attack and promised reinforcements. In the early morning hours, Cleburne marched north, won against Union skirmishers, and approached the Union line near Zion Church. Over the course of the day, reinforcements arrived for both sides. After exchanging artillery fire, the troops attacked. The Confederates were able to push through the Union right, causing them to retreat to Rogersville. They tried to make a stand there. At this point, Smith and Nelson had taken command of their own armies. Nelson attempted to rally the troops, but the Union soldiers were routed. Nelson and some of his men were able to escape. However, by the end of the day, 4,000 Union soldiers were captured. More significantly, the way north was open for the Confederates to advance.

What are the challenges associated with introducing e-learning within Essay

What are the challenges associated with introducing e-learning within organisations - Essay Example The availability and the ease of access to the web-based resources have added new dimensions to corporate training. Companies have been forced to adapt to the constantly and rapidly changing world. Global trade and marketing environment require change but change erodes control and prevents the establishment of status quo. The production processes and the marketing technique need to be replaced. Companies who innovate will survive. The pace at which technology is changing is overwhelming and it is essential to mould the employees accordingly or lose out. The type of training, the pace and the means of training have all undergone a change (Byers, 2005). The new sources now compel an organization to embrace e-learning which implies new ways to support and deliver training. E-learning also known as computer-based learning or online distance educations refers to the structured, computer enabled learning carried out by individuals or groups over the internet or internal network (Isoph, 200 4). E-learning delivers just-in-time training for people when they need it (Sullivan, 2002). E-learning delivers efficient solutions to developing the staff and keeping them abreast of new trends and technologies; it allows on-the-job and self-paced training. E-learning materials can be regularly updated and published immediately. E-learning provides a variety of components that together make up a total learning solution – inbuilt tests allows the employees to test their own skills; learning management systems (LMS) enables them and their managers to track their progress (E-learning Forge, 2007). Nevertheless, managers and instructors are facing new challenges in planning e-learning. Project managers need to consider and design multi-level alignments, identify and satisfy the stakeholders involved in all phases of the instructional design process and attend the principles suggested in the literature (Villachia et al., 2004 cited by Byers, 2005). Any

War On Drugs Research Paper Example | Topics and Well Written Essays - 1750 words

War On Drugs - Research Paper Example As a result, approaches were put in place through legislative support from congress to enhance resource allocation to drug abuse control agencies. However, some of the approaches that have been adopted in the war on drugs have been criticized for being counterproductive and instead limiting the rehabilitation of the victims. In this paper, the war on drugs as adopted in the United States since the 70s will be discussed to demonstrate the level of commitment of the federal government in stamping out the vice. The paper wills also high some of the weaknesses of these approaches and how they have failed to eliminate this vice from the society permanently effectively. The categorization of drugs in the United States into legal and illegal has never been based on any scientific findings or study, but rather on racial stereotypes. For example, opium was the first substance to be declared an illegal drug in 1870 due to the fact that the Chinese immigrants would extensively use it. Anti-cocaine law also followed in the same direction when the south declared it illegal as a result of its preferred use among the black community. Marijuana was associated with Mexican and Latino immigrants in the early 1910s and this led to its categorization as an illegal and harmful substance (Fulkerson and Fida 60). However, the Nixon administration during the 1970s as youth rebellion, political dissent and social disorder continued to rise initiated the modern war on drugs, as we know it today. The administration associated the erosion in social fabric to continued use of such drugs by the youths and this led to the legislative decisions that were made during this period. By declaring the war on drugs, Nixon increased the number of agencies and their financial resource allocation to empower them and increase their ability to address the drug menace. Marijuana was, for the first time, placed in schedule one by the administration of Nixon, sounding a more

Chainsaw Al Dunlap Essay Example for Free

Chainsaw Al Dunlap Essay l â€Å"Chainsaw Al Dunlap†: A New Breed of Manager? West Point graduate Albert J. Dunlap, former chairman and CEO of Scott Paper Company, claims that the U.S. Military Academy made him â€Å"tenacious and very organized†. Others say his experience gave him an â€Å"inyour-face attitude rare among executives† and made him a valuable hired gun for straightening out troubled companies. Dunlap is known to attack and challenge nearly every premise and person that gets in his sight. Those who interfere with his efforts usually get chewed up by the experience. Scott Paper is a familiar brand name to the American consumer. Founded by Clarence and Irvin Scott in 1879, the company eventually became the worlds largest supplier of toilet tissue, paper napkins, and paper towels. As it matured, however, Scotts profitability suffered and growth stagnated when rival Procter Gamble took an increasing market share. Between 1960 and 1971, Scotts market share of consumer paper products dropped from 45 to 33 percent. In the period 1990 to 1994, Scott continued to lose market share, and in 1993, the company lost $277 million and saw its credit rating deteriorate. By 1994, Scott Paper was a moribund bureaucracy. In hiring Al Dunlap, Scotts board of directors signaled its determination to take decisive action. Dunlap initiated changes that would eliminate 11,000 employees (71 percent of headquarters staff, 50 percent of all managers, and 20 percent of hourly workers). He sold off unrelated business units — including publishing papermaker S.D. Warren Company, for $1.6 b8llion — and slashed spending — the research and development budget alone was cut in half, to $35 million. Not surprisingly, Dunlaps cost cuts and increased prices achieved immediate bottom-line results. The companys profitab8iliyy soared, as did the market value of its stock, which rose 225 percent under Dunlaps leadership. Dunlap claimed that by launching new products and selling unprofitable ventures, he had positioned Scott Paper for long-term positive returns for investors. Critics disagreed, seeing Dunlaps moves as constituting a short-term strategy to groom the company for a merger. In the words of one former marketing executive, Dunlaps strategy â€Å"became a volume-driven plan to pretty up the place for sale†. In fact, on December 12, 1995 , Scott shareholders approved a $9.4 billion merger with Kimberly-Clark Corporation. As for Al Dunlap, he enjoys his â€Å"chainsaw† reputation and believes that his approach is helping to change the norms of corporate behavior. However, according to Peter D. Cappelli, chairman of the management department at the Wharton Business School , â€Å"He is persuading others that shareholder value is the be-all and end-all. But Dunlap didnt create value. He redistributed income from the employees and the community to the shareholders.† Neverthel ess, the cuts continue. Kimberly-Clark plans to remove 8,000 workers from the combined companies 60,000 workforce by 1997 and to close Scotts headquarters in Boca Raton , Florida . One former high-level Scott executive believes that the company is now â€Å"just a hollow core.† Meanwhile Dunlap walked away with $100 million in salary, bonus, stock gains, and other perks. He offers no apologies for his approach: â€Å"Im not going to apologize for success†¦for all this, for hard work. Thats the freemarket system.† Dunlap does not believe that a business should be run for the stakeholders, such as employees or the communities in which they live, but for the shareholders-period. â€Å"Stakeholders are total rubbish,† according to Dunlap. â€Å"Its the shareholders who own the company. Not enough American executives care about the shareholders.† The real question is whether short-term stockholder gains are good for business down the road. Says Sarah Teslik, executive director of the Council of Institutional Investors in Washington, a watchdog group for big shareholders: â€Å"Dunlap holds himself up as a role model, but any company is apt to have significant stock runup if current costs are reduced by a huge amount. Thats no guarantee [Scott] will do well in the future.† On the other hand, some analysts contend that Dunlap has changed corporate America for the better. In a Financial World magazine poll, for example, CEOs voted he is now a high-profile business leader who will be sought out by the boards of other troubled companies to enhance shareholder value. It remains to be seen, however, what impact the short-term and long-term consequences of Al Dunlaps management theory will have on corporate America and the American workforce. Questions: †¢ Describe Al Dunlaps management approach. Does it fit any of the classical or modern approaches? Explain. How does it contradict some points in these approaches? †¢ Delineate the good points and bad points of a massive downsizing effort such as that undertaken at Scott Paper — as if you were a stakeholder, and then, as if you were a shareholder. Are your two lists different? Explain. †¢ What factors were the keys to increased productivity at Scott Paper? How was Dunlap responsible for the companys turnaround? †¢ Describe the kind of company that might hire Dunlap next. What goals might its board of directors have? What problems might the company face? What companies in the news today fit your description?

Why did the French loose the war in Vietnam? Essay -- essays research

  Ã‚  Ã‚  Ã‚  Ã‚  Q. Why did the French loose the war in Vietnam?   Ã‚  Ã‚  Ã‚  Ã‚  In April of 1956 the last remaining French troops would leave Vietnam. After over 200 years of influence and rule, the French at last realized that the occupation and control of Vietnam was an unreachable goal. In consideration of the many blunders (both militarily and political) , and the outright ignorance of the French high command, any efforts to stabilize Vietnamese nationalism and to maintain french rule over Vietnam were thwarted. Thus the French were defeated by an inferior force, and the question of how such an anomaly could occur lies within the 200 years of rule, and the many mistakes made through out way.   Ã‚  Ã‚  Ã‚  Ã‚  To completely understand how France could be defeated by a simple army of Vietnamese peasants, one must first acknowledge a brief history of the Franco-Vietnamese relationship. French Jesuits first arrived in Vietnam in 1634, in hopes of bringing over â€Å"souls† to the catholic church. The majority of Vietnamese are Buddhist, and many locals opposed the presence of the French. By the mid 1700's France would sign a treaty with the Vietnamese gaining protection for the Jesuits in return for French assistance in helping the Vietnamese fight their Chinese invaders. With the rest of Europe carving up the world in the mid 1800's, France now looked to Vietnam as an extension of its Empire. A successful invasion of Vietnam in 1859 gave the french control over Saigon. The invasion was in response to the murder of French Catholics, and looked to be for a time a just cause. However it was just a cover story for the French to settle in and eventually rape Vietnam of it’s raw materials and its culture. Thus from 1861 to the birth of Ho Chi Minh in 1890, French troops would conquer most of what is modern day Vietnam to their own discretion. The discretion of the French must be noted as racially bias. The term â€Å"white man’s burden,† best describes the presence of the French in Vietnam from the period of 1890-1939. Essentially the french believed everything about them was superior to the Vietnamese. Culture, language, religion, and race. This would not settle to well with many Vietnamese, however things would turn worse for the French with the outbreak of WWII.   Ã‚  Ã‚  Ã‚  Ã‚  I would like to argue that the tr... ... the Viet Minh. However by April it was clear that the French forces were losing the battle, and it was now it was clear that the French were putting their last remaining efforts in to Dien Ben Phu. It was an all or nothing situation. The French high command had hoped that Giap would throw his army in to the will of the occupying French forces and in the end be forced to retreat and regroup with a battered down weak force. However this was not the case and by May 7th the remaining French forces at Dien ben Phu will surrender. Peace talks between the French and Viet Minh open up in May of 1954. The agreement at Geneva would once again split Vietnam in to two. The North would be a pro Communist government at Hanoi led by Ho Chi Minh, and the South a pro democratic government backed by the United States out of Saigon. By 1956 the last remaining French forces would leave Vietnam, and a new struggle would begin in the South. The beginning of the American War in Vietnam was just around the corner. The Viet Minh had defeated a major European power, however it would be another 20 years before the reunification was complete.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   Why did the French loose the war in Vietnam? Essay -- essays research   Ã‚  Ã‚  Ã‚  Ã‚  Q. Why did the French loose the war in Vietnam?   Ã‚  Ã‚  Ã‚  Ã‚  In April of 1956 the last remaining French troops would leave Vietnam. After over 200 years of influence and rule, the French at last realized that the occupation and control of Vietnam was an unreachable goal. In consideration of the many blunders (both militarily and political) , and the outright ignorance of the French high command, any efforts to stabilize Vietnamese nationalism and to maintain french rule over Vietnam were thwarted. Thus the French were defeated by an inferior force, and the question of how such an anomaly could occur lies within the 200 years of rule, and the many mistakes made through out way.   Ã‚  Ã‚  Ã‚  Ã‚  To completely understand how France could be defeated by a simple army of Vietnamese peasants, one must first acknowledge a brief history of the Franco-Vietnamese relationship. French Jesuits first arrived in Vietnam in 1634, in hopes of bringing over â€Å"souls† to the catholic church. The majority of Vietnamese are Buddhist, and many locals opposed the presence of the French. By the mid 1700's France would sign a treaty with the Vietnamese gaining protection for the Jesuits in return for French assistance in helping the Vietnamese fight their Chinese invaders. With the rest of Europe carving up the world in the mid 1800's, France now looked to Vietnam as an extension of its Empire. A successful invasion of Vietnam in 1859 gave the french control over Saigon. The invasion was in response to the murder of French Catholics, and looked to be for a time a just cause. However it was just a cover story for the French to settle in and eventually rape Vietnam of it’s raw materials and its culture. Thus from 1861 to the birth of Ho Chi Minh in 1890, French troops would conquer most of what is modern day Vietnam to their own discretion. The discretion of the French must be noted as racially bias. The term â€Å"white man’s burden,† best describes the presence of the French in Vietnam from the period of 1890-1939. Essentially the french believed everything about them was superior to the Vietnamese. Culture, language, religion, and race. This would not settle to well with many Vietnamese, however things would turn worse for the French with the outbreak of WWII.   Ã‚  Ã‚  Ã‚  Ã‚  I would like to argue that the tr... ... the Viet Minh. However by April it was clear that the French forces were losing the battle, and it was now it was clear that the French were putting their last remaining efforts in to Dien Ben Phu. It was an all or nothing situation. The French high command had hoped that Giap would throw his army in to the will of the occupying French forces and in the end be forced to retreat and regroup with a battered down weak force. However this was not the case and by May 7th the remaining French forces at Dien ben Phu will surrender. Peace talks between the French and Viet Minh open up in May of 1954. The agreement at Geneva would once again split Vietnam in to two. The North would be a pro Communist government at Hanoi led by Ho Chi Minh, and the South a pro democratic government backed by the United States out of Saigon. By 1956 the last remaining French forces would leave Vietnam, and a new struggle would begin in the South. The beginning of the American War in Vietnam was just around the corner. The Viet Minh had defeated a major European power, however it would be another 20 years before the reunification was complete.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚