Discrimination Concerns in a Business Environment

Discrimination Concerns in a Business Environment Organisational policies and procedures Legal compliance Direct Discrimination Direct discrimination consists of treating a person less favourably than others are or would be treated, on the grounds of race, sex, disability, religion or belief, and sexual orientation. Indirect Discrimination This includes practices which look fair but have discriminatory side effects, which may or may not be intended. Harassment Harassment of individuals related to their sex, race, disability, religion or belief, or sexual orientation is regarded as a form of discrimination, and is therefore illegal. Harassment is defined as: â€Å"Unwanted conduct related to any of the grounds covered by the legislation which takes place with the purpose or effect of violating the dignity of a person and/or creating an intimidating, hostile, degrading, humiliating or offensive environment.† Victimisation Victimisation occurs when an individual is adversely treated because they have made a complaint of discrimination or harassment, or provided evidence in such a case Organizations are legally required to follow a set of practices to ensure discrimination is eradicated and expectations of equality are met in the workplace. 1970 The Equal Pay Act (EPA) (as amended), makes it unlawful for employers to discriminate between men and women in terms of their pay and conditions (including pay, holiday entitlement, pension etc) where they are doing the same or similar work; work rated as equivalent; or work of equal value. 1975 The Sex Discrimination Act (SDA) (as amended), makes it unlawful to discriminate on grounds of sex or marital status in areas such as employment, education and the provision of goods and services. 1976 The Race Relations Act (RRA) (as amended) makes it unlawful to discriminate on grounds of colour, race, and nationality, ethnic or national origin. The Race Relations (Amendment) Act 2000 outlaws discrimination in all public authority functions, and places a general duty on public authorities to promote race equality and good race relations. There is also a specific duty to produce a Race Equality Policy and undertake race equality impact assessments. 1995 The Disability Discrimination Act (DDA) (as amended) makes it unlawful to discriminate on grounds of disability in the areas of employment, the provision of goods and services and education. The 2005 Regulations provide new definitions of direct discrimination and harassment and widen the duty to make reasonable adjustments. 1996 The Employment Rights Act (as amended by the Employment Relations Act 1999) covers many issues including an employee’s entitlement to maternity leave, paternity leave, adoption leave, parental leave and the right to request flexible working arrangements. It also outlaws detriment in employment and affords employees a right not to be unfairly dismissed and to receive a redundancy payment (providing qualifying criteria are met). Further Regulations elaborate on these. 1997 The Protection from Harassment Act makes harassment both a civil tort and criminal offence, and although originally drafted to provide protection from stalking, covers other forms of harassment, both in and out of the workplace. 1999 The Sex Discrimination (Gender Reassignment) Regulations make it unlawful to discriminate against a person for the purpose of employment or vocational training on the ground that that person intends to undergo, is undergoing, or has at some time in the past undergone gender reassignment. In particular, the Regulations give transsexuals the right to be protected from direct discrimination. 2001 The Special Educational Needs and Disability Act (SENDA) extends the DDA (1995) to include the provision education (including Higher Education). It makes it illegal to discriminate in the provision of education on the grounds of a student’s disability. It is now largely incorporated within the DDA (2005). 2002 The Employment Act makes provision for rights to paternity and adoption leave and pay; amends the law relating to statutory maternity leave and pay; makes provision for the use of statutory procedures in relation to employment disputes; and covers the right to request flexible working. 2003 The Employment Equality (Religion and Belief) Regulations make it unlawful to discriminate on grounds of religion or religious belief in employment and vocational training. 2003 The Employment Equality (Sexual Orientation) Regulations make it unlawful to discriminate on grounds of sexual orientation in employment and vocational training. The Regulations protect homosexuals, heterosexuals and bisexuals. 2004 The Gender Recognition Act 2004 gives legal recognition to a transsexual’s acquired gender. For example, a male-to-female transsexual will be legally recognised as a woman in English law. 2005  Disability Discrimination Act makes substantial amendments to the 1995 Act. It introduces a duty on all public bodies to promote equality of opportunity for disabled people. In particular, public bodies have to produce a Disability Equality Scheme to promote disability and to explain how they intend to fulfil the duty to promote equality. 2005 The Employment Equality (Sex Discrimination) Regulations are concerned with the principle of equal treatment of men and women as regards access to employment, vocational training and promotion, and working conditions. It makes changes to the definition of harassment at work and indirect discrimination, and also prohibits discrimination on the grounds of pregnancy and maternity leave. 2006 The Employment Equality (Age) Regulations make it unlawful to discriminate against employees, job seekers or trainees on grounds of age in employment and vocational training. They prohibit direct and indirect discrimination, victimisation, instructions to discriminate and harassment. They introduce a minimum retirement age of 65; a duty on employers to respond to requests to work beyond retirement age; and remove the upper age limit for claiming a redundancy payment or unfair dismissal. 2006 The Equality Act makes provision for the establishment of the Equality and Human Rights Commission (EHRC) by merging the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. The EHRC is responsible for promoting equality and diversity and will work towards eliminating discrimination on the usual grounds (including religion and belief, sexual orientation, age, gender, disability, race and gender reassignment 2007 The Equality Act (Sexual Orientation) Regulations 2007 make it unlawful to discriminate on the grounds of sexual orientation in the provision of goods, facilities and services, education, disposal and management of premises and the exercise of public functions. Meeting Organisational Aims and Commitment Elements which lead to people’s commitment: 1. Commitment is an  attitude Commitment is an  attitude  a psychological frame of mind which motivates people to work towards certain goals. Managers can train employees with new skills and impart them with new knowledge but quite often than not they find it extremely difficult to effect changes in people’s attitude. 2. Use of resources Committed people commit their total resources, which include going extra mile for achieving goals assigned to them. 3. Achievement  of goals Committed people not only work hard but also are also smart enough to know the ultimate results, which are expected of them. Commitment thus means striving till the  achievement  of ultimate goals. Writing Equality and Diversity Policies A good policy will be split into these sections: A statement of intent This spells out organisational commitment to equality and diversity in terms of opportunity and access, and your commitment to tackle discrimination. A purpose This explains why your organisation is writing and adopting the policy. Your organisation may wish to refer to and recognise issues of specific discrimination or refer to any specific research related to your organisation. A commitment to action Your organisation needs to list what steps it will take to ensure that its intentions and purpose are reflected in the way the organisation plans action, makes decisions, recruits staff and volunteers, delivers services and supports staff and volunteers and service users. There should be a statement about positive action to tackle under- representation in this section. A review of the legal requirements Your organisation needs to describe how this legislation relates to your work and what steps you intend to take to ensure you meet the appropriate legal requirements Discrimination, harassment and victimisation The policy needs to define direct and indirect discrimination (including discrimination by association and by perception), harassment and victimisation, all of which need to be tackled in the policy through statements committing the organisation to action. Implementation and communication Your organisation needs to explain how the policy will be put into practice and how it will be communicated to all staff, volunteers and service users. Monitoring and evaluation Your organisation needs to describe how the policy will be monitored and evaluated and who will be responsible for that work. Your organisation needs to state how long the policy will be in existence and when it will be subject to review. Complaints or grievance and disciplinary procedures Your organisation needs to make clear how complaints and disciplinary action can be triggered by actions contrary to the policy, how appeals can be made, who is responsible, and how matters are resolved. An action plan Finally, you need to write an action plan. This will include objectives with clear outcomes, stating who is responsible for each objective, what resources are in place, when each target will be met and what evidence the organisation can provide to show the outcomes have been met. References Improving Equality and Diversity in Your Organisation: A Guide for Third Sector CEOs. Retrieved from http://www.gadnetwork.org.uk/storage/ACEVO%202011%20Improving%20Equality%20and%20Diversity%20in%20Your%20Organisation%20-%20A%20guide%20for%20Third%20Sector%20CEOs.pdf Delivering Equality and Diversity. Retrieved from http://www.acas.org.uk/media/pdf/l/e/Acas_Delivering_Equality_and_Diversity_(Nov_11)-accessible-version-Apr-2012.pdf Retrieved from http://www.businessballs.com/equality.htm Legal Services Commission Equality and Diversity Guidance 2013.Retrieved from https://www.justice.gov.uk/downloads/legal-aid/civil-contracts/equality-diversity-guidance-for-providers.pdf Retrieved from http://www.selfgrowth.com/articles/ACHIEVING_EXCELLENCE_THROUGH_TOTAL_COMMITMENT.html Retrieved from www.dundeecity.gov.uk/dundeecity/uploaded/publication_1668.doc‎

Does Having a Recognizable Art or Design “Style” Limit One’s Creativity? Essay

In order to touch basis on what everything truly is and get a solid meaning, let’s discuss what an art style really is, â€Å"..Art styles describe the way the artwork looks. Style is basically the manner in which the artist portrays his or her subject matter and how the artist expresses his or her vision. Style is determined by the characteristics that describe the artwork, such as the way the artist employs form, color, and composition, to name just a few. Another important factor in determining the style of an artwork is to examine the way the artist handles the medium, taking into account the method or technique that the artist uses. An additional aspect of art styles is the philosophy or driving force behind the artwork. All of these stylistic elements are defined by the choices artists make as they compose their artwork.† [ArtIsFun] So, now that we understand that — the main issue I feel needs to be addressed is that recognizable art is not limiting the creativity of an artist, it just limits their field. It doesn’t stop them from expanding, rather than allow them to be free from pressure of the new-tone art, as they stick with their recognizable art and expand from there. Consistency is never bad, in fact, it’s considered stable so long as there’s also a slight variation, whether through purpose, tone, color, meaning, etc. For instance, a particular artist may have recognizable art for marketing purposes. If someone were too originally paint flowers of different variations, and then start painting people – the difference can be confusing; â€Å"If your goal is to create a name-recognized brand – like Mary Engelbreit, for example, you have to develop a strong, tight and recognizable style. People have to see it and know, â€Å"Mary Engelbreit.† Mary is known for her black and white checks, cherries, cute characters and use of quotes in her work. If she started painting landscapes, it would confuse the market.† [Reed] However, another issue is that when creating a portfolio to impress a major employer, they seek variation and different styles; but why? If you’re good at it, why change? They want to be able to see all that you’re good at. Very similar to how American Idol put its contestants through rock music and then through country music. So, even though you may be particularly good at a particular style, variation is sought upon when searching for a career. The broader, the more unique even if you’re placed doing one design for the rest of your life in that particular career.

Humanism Is An Outlook Or System Of Thought - 1466 Words

1/ â€Å"Humanism† is an outlook or system of thought resulted in a way of life centered only on human interests or value. Humanism not only contradicts supernaturalism, but also emphasizes an individual’s dignity and worth and capacity for self-realization through reason. In addition, humanists believe that a human-being must grow through the following stages: existence (to be able to exist), responsibility (to take responsibility for your own actions, meaning (to be able to satisfy their own needs), security (to be able to receive justice equally), social relations (to be able to have relationships), actualization of life (to be able to experience the joy of life), commitment to other (to assist the growth of other to attain actualization), knowledge ( to be able to learn, to use and modify knowledge to improve individual’s life), and interdependence of life ( to respect all life on Earth), 2/ In the late of 19th century, plays about the conflict between society and family life are especially enjoyed by many people. Of all the best-known, most frequently performed plays, â€Å"A Doll’s House† by Henrik Ibsen stands out for its unique theme: humanism. With â€Å"A Doll’s House†, Ibsen successfully demonstrates his humanistic worldview through the characters’ personalities. Throughout the play, the fact that the writer criticizes the unfairness in the society is precisely reflected through one of our main characters – Torvald. At the very beginning of the play, Torvald is described as aShow MoreRelatedRenaissance Humanism Essay816 Words   |  4 Pagesimpact on the world. Humanism is a worldview and a moral philosophy that considers humans to be of primary importance. The aspect of humanism first thrived in 14th century Italy, and later spread north in the 15th century. Initially humanistic ideas about education were quickly adopted by the Italian upper class. The Italian ideas and attitudes towards life and learning impacted nobility in other parts of Europe. They were able to accept and adapt to this new lifestyle. Humanism during the RenaissanceRead MoreThe Age Of Enlightenment By Thomas Jefferson1002 Words   |  5 Pageshappening is the path to enlightenment†. Our knowledge of self leads us on the path to awareness, wisdom, and unde rstanding. The Age of Enlightenment emphasized solely on humanism through aspects of great thinkers. The 18th century movement was to improve how humanity operated as a whole. However, establishing a governing system was also important. Today the â€Å"Declaration of Independence† would be known today as our nation’s foundation. Established July 4th 1776 this sacred document would shed differentRead MoreSocial Philosophical Thoughts and Contributions of Dr. B. R. Ambedkar1587 Words   |  7 PagesSOCIAL PHILOSOPHICAL THOUGHTS AND CONTRIBUTIONS OF DR. B. R. AMBEDKAR 1. INTRODUCTION Dr. B. R. Ambedkar’s philosophical contribution has in the areas of Humanism, realism and rationalism. He propounded a philosophy of humanism taking in account both theory and practice. For him philosophy is not purely theoretic matter but has practical potentialities. It has its roots in the problems of life and the theories that are propounded return back as a contribution for the reconstruction of the societyRead MoreThe Philosophical Point Of Humanism1733 Words   |  7 Pages intellect.gif (9933 bytes) Renaissance Humanism Humanism is the term generally applied to the predominant social philosophy and intellectual and literary currents of the period from 1400 to 1650. The return to favor of the pagan classics stimulated the philosophy of secularism, the appreciation of worldly pleasures, and above all intensified the assertion of personal independence and individual expression. Zeal for the classics was a result as well as a cause of the growing secular view of lifeRead MoreRenaissance and Political System1193 Words   |  5 Pagesnew phase of the political system arrived. Along with society and culture, politics also changed. 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Help Rescue And Rehabilitate The Animals - 909 Words

to help rescue and rehabilitate the animals. SeaWorld is one of the largest, self-funded animal rescue and rehabilitation program. They have over 24,000 successful animal rescues which students would experience. They would gain one of a kind skills from these rescue and rehabilitation experiences. SeaWorld has a staff of animal care experts that can teach students their collective knowledge, because no one knows how to care for marine animals like SeaWorld. The Four actions of the Blue Ocean Strategy are raise, create, eliminate and reduce. By Following the Blue Ocean Strategy, we are eliminating the current need to gain practical experience after receiving your bachelors degree. This provides students with hands on experience and the ability to access knowledge that has already saved numerous wildlife animals. This will allow you hands on experience and always access to knowledge that has already saved numerous wildlife animals. If SeaWorld created their own certification program, it would eliminate the need for other accredited facilities to go to SeaWorld, students would be able to go through SeaWorld instead. SeaWorld would be able to teach students the best way to care for the animals because they have done it for the longest time. They have cared for and studied a wide range of species which has created a large collection of knowledge, skill and techniques. SeaWorld will provide students with access to healthy killer whale blood level databases, how to performShow MoreRelatedNo-Kill Shelters Rehabilitation for Animals875 Words   |  4 PagesNo-Kill shelters rehabilitate animals that could be good pets. This also includes any animal that is injured or sick. Throughout the world, many people think that some animals are bad or are considered dangerous. Although, some may be true, but it is mostly false because the dogs that are consider dangerous, for example pit bulls or rottweilers, these animals are victims. They are victims because they don’t k now what is good because they were train differently or they were abused by their ownersRead MoreWhy Should The Modern Zoo Be Preserved?1359 Words   |  6 Pagesunderstanding and conservation of the animal kingdom. According to Webster’s New World College Dictionary the definition of the word â€Å"zoo† or â€Å"zoological park† is this: â€Å"a place where wild animals are kept for public showing†. Zoos have been maintained by humans for thousands of years. Carvings that date as far back as 2500 BCE depict the wealthy as having menageries. There is also evidence in those carvings that expeditions occurred to collect wild and exotic animals for those menageries. 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While the pro-arguments hold value, there is much more to see on the other end. As to why animals shouldn’t have a â€Å"Bill of Rights† like we as humans do. It’s shown in various different ways, even the most popular argumentsRead MoreUse of Logos, Ethos, and Pathos for Rhetorical Appeal in Adver tising1020 Words   |  4 Pagesappeal of logos, ethos, and pathos. One of the most influential advertisements that is frequently shown on television that use these three appeals is the American Society for the Prevention of Cruelty to Animals (ASPCA) commercials that urge viewers to help the organizations by adopting an animal in need, by donating money, by volunteering their time, or a combination thereof. In order to convey their message, these television advertisements use ethos to establish credibility. 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A Motivation Letter to Apply for a Master in Intercultural...

Motivation Letter â€Å"Studying for a Master in Intercultural Management Leadership – What is in it for me?† In everyones life there comes a time to make important decisions that determine our future. Matter of choosing the path is undoubtedly very important. Despite the fact that many graduates in Russia find themselves in the areas of non- professional occupation, after graduation I managed to start professional career and business, and used my knowledge received during excellent educational process in my Institute. Looking to myself today, I recall being freshly graduated from secondary school and choosing next institution. I have made a decision to leave my hometown and enroll to Institute of International Entrepreneurship and Management in Krasnodar(Russia) in 1996. Thanks to my parents who were great support and have opened up a whole new world of opportunities for me. When I was a child, my parents have always been an example for me, they taught me to be purposeful and to be eager to get decent education to be able to use all great potential any person has. My father was first student who passed his academic course paper work(essay) in English, for that time being it was nonsense and quite challenging. Once I heard that, I realized that to be successful and ‘stand out from the crowd’, one should have own aptitude along with fundamental knowledge obtained in institution. 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The Glass Ceiling Free Essays

This paper addresses two articles, Women and the Labyrinth of Leadership written by Alice H. Eagly and Linda L. Carli, and A Modest Manifesto for Shattering The Glass Ceiling, written by Debra E. We will write a custom essay sample on The Glass Ceiling or any similar topic only for you Order Now Meyerson and Joyce K. Fletcher. The phrase glass ceiling is described in many articles as a barrier that prevents women from achieving success in their careers. Women are found at the top of middle management and are being denied of higher positions in the corporate ladder and are getting paid less than men for similar type of work. Both articles address the question whether is the glass ceiling the reason why women are not getting advancement in their careers or it is the sum of many obstacles that hold women back into the high level jobs. According to the authors of both articles, the answer to this question is that it is not the glass ceiling the barrier for women’s advancement. To understand and overcome these barriers, the authors of the articles have used terms such as labyrinth and small wins strategy. According to Meyerson and Fletcher, it is not the glass ceiling but the organizational structures and its hidden barriers to equity and effectiveness what are holding back women. This paper will explore the author’s recommendations for overcoming these barriers and for helping women prevail by changing workplace’s practices in organizations. Overview The two articles chosen to write this abstract have been selected from the Harvard Business Review. In the first article, Women and the Labyrinth of Leadership, the word labyrinth is described as a contemporary symbol that â€Å"conveys the idea of a complex journey toward a goal worth striving for† (Walls all around section, para. 1). If women are able to understand the barriers in this labyrinth, they will be able to overcome many obstacles they encounter. Throughout awareness and persistency during the process, women will have a much better chance to obtain their desirable goals in their careers. In the article A Modest Manifesto for Shattering The Glass Ceiling, the authors mentioned that is very rare to find women holding high evel positions in organizations. Women represent only 10% of senior manager positions in Fortune 500 companies. According to Meyerson and Fletcher, the best way to destroy this glass ceiling is throughout the use of the small wins approach. Main Issues In the article Women and the Labyrinth of Leadership, the term labyrinth is described as what wo men have to go through in the workplace to be able to occupy high level roles. Woman who desire top positions, will encounter barriers during the journey, and some of them will be able to find solutions to those obstacles to improve the situation. Some of the obstacles or barriers named in the article are (a) prejudice; (b) resistance to women’s leadership; (c) leadership style;(d) demands of family life; (e) underinvestment in social capital. Prejudice The beginning of the labyrinth starts here with prejudices that hurt women and help men. Women in this country, with full time positions, earn 81 cents for every dollar than men earned (Vestiges of prejudice section, para. 1). Research has been done by many professionals seeking an answer to explain the difference in pay between genders. One of the most comprehensive studies, from the Government Accountability office, showed that men worked more hours per year and also had more years of experience (Vestiges of prejudice, para. 3). Even though variables such as marriage, parenthood and years of education were adjusted for both genders, the study showed a gender gap that lead to wage discrimination (Vestiges of Prejudice section, para. 4). According to Eagly and Carli, men are promoted more quickly than women with equivalent qualifications even in female settings such as social work and education (para. 5). The authors add that â€Å"White men were more likely to attain managerial positions than white women, black men, and black women† (Vestiges of prejudice section, para. 5). Resistance to Women’s Leadership The author describes women as having communal associations and men with agentic ones. Women are compassionate, affectionate, friendly and sympathetic among other communal qualities. On the other hand, men are described with agentic qualities such as aggressive, ambitious, controlling, etc, which are associated with effective leadership (Resistance to women’s leadership section, para. 3). Eagly and Carli consider that women are at a tough place, which she describes as the â€Å"double bind†, because people perceive women as lacking the right traits to be effective leaders (Resistance to women leadership section, para. 4). Women who are described by the peers as effective managers possess the following traits: insincere, avaricious, and pushy amongst others ((Resistance to women’s leadership section, para. 11). Leadership Style Women are struggling with people’s perceptions about by being compassionate and caring. Qualities such as assertive and controlling are perceived by people on great leaders. According to Meyerson and Fletcher, women are considered as transformational leaders. They encourage employees, and mentor them to achieve desired goals. It is described as the type of leadership that leads to a more innovating, productive and efficient for organizations (Issues of leadership style section, para. 6). Transactional leaders are described as leaders that reward employees for meeting their goals. Men are considered to be more transactional leaders than women. According to the article, the most effective type of leadership is the transformational style. Demands of Family Life. Studies showed that women are working less hours a year than men and have fewer years of experience due to family responsibilities. Women are confronted with the challenge of balancing work and family responsibilities. Many of them end up leaving their professional careers due to work-family conflict. According to the authors, in 2005 women devoted 19 hours per week to household work, while men just helped 11 hours a week (Demands of family life section, para. 3). Meyerson and Fletcher explain that married mothers increased their hours per week from 10. 6 in 1965 to 12. in 2000, and married fathers increased theirs from 2. 6 to 6. 5 week (Demands of family life section, para. 4). Underinvestment in Social Capital Women are trying to balance their responsibilities at home and at work which leaves them little or no time to build the social capital needed to succeed in the workplace. Another obstacle encountered by women is the fact that these networking activiti es are mostly composed by men who concentrate their meetings in male activities. The C-suite is described by the author as those positions such as chairman, chief executive officer and chief operating office. These positions are held mostly by men and only 6% hold by women (para. 1). The authors mention the following organization actions to help women obtain positions in the C-suites (a) Increase people awareness of prejudices against women; (b) change hours spent at work; (c) be more objective in the evaluations; (d) use transparent recruitment within the organization; (e) place more women in executive positions; (f) help women build strong social capital; (g) give women opportunity to return back to work when circumstances change. The second article, A Modest Manifesto for Shattering The Glass Ceiling mentions the difficulties women confront in organizations to work effectively: (a) women bear more responsibility at home than men; (b) women who have a set schedule missed important company meeting set after hours; (c) missing meetings made them look less committed; (e) meetings put women in a double bind (The problem with no name section, para. 5). Meyerson and Fletcher mention three different approaches that have dealt with the solution to the symptoms of gender inequity (a) encourage women to assimilate to minimize the differences. In other words to act more like men; (b) accommodates women’s needs and situations such as extended maternity leave, flexible work arrangements, etc; (c) emphasize the differences that women bring to the workforce such as their collaborative style (Tall people in a short world, para. 5). The fourth approach mentioned by the authors, deal with sources of gender inequity. This approach consists on the belief that a change is needed in the organization due to a gender inequity problem. After recognizing the issue, this fourth approach should be linked with the small wins strategy (A fourth approach: Linking equity and effectiveness, para. 2). The article mentions the reason why the small wins process is so effective for organizations (a) tied to the fourth approach help organizations to understand erroneous practices and assumptions; (b) make a difference in the big picture in the road to change; (c) create sense that a small change is a huge and systematic change and have great impact throughout the organization; (d) have a snowballing effect. By adding small wins, one by one, it will create a whole new system of revised practices and efforts; (e) defeat discrimination by accepting that change is needed and that it will help the organization’s effectiveness. Factual Impact of the Main Issues in Organizations Labyrinths can be thought of as a symbolic form of pilgrimage. As paths, women walk among its turnings confronting difficult situations that need to be managed along the way. What it is important for women it is to know that the passage for the labyrinth is not simple journey. It requires for women to be aware on their progress and also to be persistent to navigate it. Organizations need to be proactive about taking measures to understand the labyrinth that leader women confront in the workplace. Building unique leadership traits with a supportive work environment will help them to overcome the barriers to obtain the desire goals. To be more effective, organizations need to support women by becoming advocates for female to advance as managers finding endless opportunities for promotion. Organizations need to understand that women had slowed their careers and earnings for taking the majority of family responsibilities. Thus, the implication for organizations is that women are choosing to work part time, work from home or take many days off from work. Another implication for organizations, it is the need to address the challenge for women to be perceived as capable leaders. The article describes this challenge as the double bind term where women at the workplace have to please both expectations in organizations, one as leaders and one as females. Meyerson and Fletcher explain that â€Å"Most organizations have been created by men and for men and are based on male experiences† (The roots of inequity section, para. 1). Women have been entered in the workplace confronting the fact that organizations still embrace traits associated with men such as though, aggressive, assertive, etc. Organizations must develop a culture of fairness by creating practices that benefit both men and women where the division of labor by gender does not exist and where women feel that they add an enormous value and feel as competent as men. Also, organizations should foster a work environment that values working parents. It is crucial to create structures and policies where work and family complement each other and where women have the opportunity to fulfill their careers without felling guilty of abandoning their families. In the second article the authors described how important is to shatter the glass ceiling using the small wins strategy. Since this strategy initiates change using diagnosis, dialogue, and experimentation, it promotes efficiency and efficiency within the organizations. The authors add, â€Å"The strategy benefits not just women but also men and the organization as a whole† (para. 4). The organization during this strategy go through the follow steps (a) the diagnosis of the problem in which managers dialogue to find out what is happening within the organization culture; (b) experimentation where correctives practices are replaced to obtain real wins. Text Comparison According to Greenhaus et al (2010), the glass ceiling is â€Å"an invisible but impenetrable barrier that prevents qualified women and people of color from advancing to senior management jobs† (p. 321). The text agrees with the authors of the two articles, about the fact that even though the number of women in managerial positions had risen dramatically, women are experiencing difficulties in getting jobs above lower and middle managerial positions. For the authors of the article, Women and The Labyrinth of Leadership, the glass ceiling is a barrier which limitations are fading. Women are facing are not only barriers, but what they describe as a labyrinth. It has obstacles and turns. For the authors of A Modest Manifesto for Shattering The Glass Ceiling, the glass ceiling is not the reason why women are holding back. The main reason, they affirm, are the organizations in which women work. The authors state that it is â€Å"the foundation, the beams, the walls, the very air† (The power of small wins section, para. 7). Greenhaus et al (2010) identified factors that organizations can seek to support women advance in their careers such as (a) giving more authority; (b) inclusion to formal networks; (c) establishment of mentor relationships; (d) mutual accommodation; (e) elimination of access and treatment discrimination; (f) minimal intergroup conflicts; and (f) responsiveness to work-Family issues (p. 33). Eagly and Carli mention some these actions such as (a) establishing mentoring programs; (b) using job performance assessments that are not biased against minority employees; (c) using open recruiting tools; (d) implement family-friendly policies for both male and female employees; (e) emphasize the visibility of women in high-level leadership positions. Debra Meyerson and Joyce Fletcher explain the need for organizations to address the power of small wins since â€Å"they unearth and upend systemic arriers to women’s progress (The power of small wins section, para. 1). According to Greenhaus et al (2010), it is the glass ceiling that limits opportunities to minorities to develop and reach top management positions in America (p. 323). They authors add that â€Å"The small portion of women at senior management level suggest that many women do not move beyond jobs in lower and middle levels of management† (p. 323). For the text authors the glass ceiling, in contrast with the authors of the articles, is about managing diversity since organizations are in need to understand why women and minorities experience restricted careers opportunities. According to Greenhaus et al (2010), organizations must develop a culture where employees understand multiculturalism that is the heart of the organization’s mission that must be communicated and enforced at all levels (p. 349). References Eagly, A. H., Carli, L.L. (2007). Harvard business review. Women and the labyrinth of leadership. Retrieved from http://hbr.org/2007/09/women-and-the-labyrinth-of-leadership/ar/2 Greenhaus, J. H., Callanan, G.A., Godshalk, V.M. (2010). Career management. Los Angeles, CA: SAGE publications Inc. Meyerson, D. E., Fletcher, J.K. (2000). Harvard business review. A Modest manifesto for shattering the glass ceiling. Retrieved from http://hbr.org/2000/01/a-modest-manifesto-for-shattering-the-glass-ceiling/ar/1 How to cite The Glass Ceiling, Papers

Six Sigma and Lean Six Sigma †Free Samples to Students

Question: Discuss about the Six Sigma and Lean Six Sigma. Answer: Introduction This paper uses illustrations to propose three suitable lean six sigma techniques from brainstorming, Affinity Diagram, impact/effort matrix, and analytical hierarchy process. Most specifically, the paper examines the manner in which the three selected techniques could be used in sequence by the management of McDonalds to generate, and priorities and evaluates potential solutions to issues of reducing stock out in stores and reducing food wastage due to food quality. The application of three six-sigma techniques plays a central role of ensuring that McDonald solves above problems. More importantly, they will help align the company operations and ensure that management develops quality improvements. Three techniques for discussion include brainstorming, affinity diagram, and impact/effort matrix. Brainstorming approach requires that employees at McDonald follow simple brainstorming on what to do and not to do. Vijaya Sunder (2013) explains that brainstorming session provides an opportunity to generate many ideas on ways to solve a problem. Furthermore, it is also imperative to note that the implications of brainstorming tools is to combine both internal as well as relaxed technique for researching the problem with an objective to come up with the best solution (Gupta, 2015). Application of brainstorming approach at McDonald will ensure that employees in charge of stock think about the best way to align development of operations and information. Manager will think about employing more employees to start taking stock to meet customer needs as well as minimizing many wastages (Ptacek Motwani, 2011). Management will follow five stages to come up with an appropriate solution (see figure 1 above). Management must first understand the background information concerning ordering of stock by managers of outlets that ran on shifts (Gygi BarCharts, 2016). They will understand that the simple method in play does not have any form of calculations. Furthermore, the second and third stages will involve defining the problem and generating the best ideas like the need to employ more employees to concentrate on delivering high quality food, offering good services, as well as observing a high level of cleanliness. The affinity diagram shown below will help present a pool of ideas created from the above brainstorming session. Management will now have to analyze, prioritize and implement them (Jung-Lang, 2017). The importance of coming up with few ideas is because of their easiness to respond to them as well as sift through (Antony, Setijono Dahlgaard, 2016). Taghizadegan (2006) maintains that a manager can come up with appropriate solution without formal technique. Schonberger (2008) an affinity diagram offer managers with appropriate techniques of handling large number of ideas. Managers will deal with large set of ideas such as human resource issues, failure to have standards, unappreciation of staff, low staff morale, and among other ideas. Rampersad and El-Homsi (2007) refers to the impact/effort matrix as a graphical representation that depicts efforts on x-axis and impacts on y-axis. Every manager need to come up with efforts to draft solutions that are likely to have positive impact. In addition, the four quadrants offer an opportunity to list all activities needed by management to solve the two issues. For instance, as a tool, the impact/effort matrix is likely to give managers of McDonald time and opportunity to evaluate their solutions of reducing the level of stock as well as control on the level of food wastage. The impact to reduce on the level of stock would require that management consider taking stock as well at changing the current method of stocktaking. The impact to reduce on the level of stock would require that management consider taking stock as well at changing the current method of stocktaking. While it is understood that management take a long time to take stock, this could be the reason as to why the company has failed to minimize on wastages. For instance, management of outlet took the responsibility of ordering stock based on their own knowledge and past data already sold to customers during the previous day. Apart from solving the issue of reducing stock in stock in stocks, the company could also use brainstorming to respond to issues of reducing food wastage because of food quality. Management will provide background information about all cooked food. Some of the background could cover how much time the company takes to hold apple pie, nuggets, and fries. The importance of using this technique lies in the need for team members to tap into their creativity and intuition. For instance, the diagram below will become important in ensuring that management responds to many ideas that are likely to come up. Consequently, management could also respond to ideas that look seem too large to understand or solve. The technique will ensure that that management eases management of food wastage because of quality. Operation of MacDonald in Singapore has seen the company fail to use same practices being used in the United States. After cooking the products and placing it at the holding area, employees take time timing. However, once the food exceeds the expected time, employees consider it a waste. Manager only comes in to calculate the amount of food that has been disposed. Therefore, application of affinity diagram shown above will ensure that management controls the amount of all cooked food (Drohomeretski, et al, 2014). For instance, this could involve having enough staff, resources and tools such as timers or phone alerts at the waiting room. Furthermore, the diagram indicates that a management could design its culture in order to focus on areas such as outcome orientation, attention to detail, or innovation and risk taking. This could also involve assigning crew leaders to start following the command of a shift manager concerning the quantity of food to cook depending on the situation exi sting in the store. While management takes a long time to take stock, this could be the reason as to why the company has failed to minimize on wastages. Management of outlet took the responsibility of ordering stock based on their own knowledge and past data already sold to customers during the previous day. References Antony, J., Setijono, D., Dahlgaard, J. J. (2016). Lean Six Sigma and Innovation an exploratory study among UK organisations. Total Quality Management Business Excellence, 27(1/2), 124-140 Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., Garbuio, P. R. (2014). Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal of Production Research, 52(3), 804-824. Gupta, D. (2015). Success Using Lean Six Sigma in Terms of Operations and Business Processes. Hamburg: Anchor. Gygi, C., BarCharts, I. (2016). Lean Six Sigma - Quick Study. [Boca Raton, Florida]: Quick Study Reference Guides. Jung-Lang, C. (2017). Improving Inventory Performance through Lean Six Sigma Approaches. IUP Journal of Operations Management, 16(3), 23-38. Ptacek, R., Motwani, J. (2011). The Lean Six Sigma Pocket Guide XL: Combining the Best of Both Worlds Together to Eliminate Waste! Chelsea, MI: MCS Media, Inc. Rampersad, H. K., El-Homsi, A. (2007). TPS-Lean Six Sigma: Linking Human Capital to Lean Six Sigma: a New Blueprint for Creating High Performance Companies. Charlotte, N.C.: Information Age Publishing. Schonberger, R. (2008). Best Practices in Lean Six Sigma Process Improvement: A Deeper Look. Hoboken, N.J.: Wiley. Taghizadegan, S. (2006). Essentials of Lean Six Sigma. Amsterdam: Butterworth-Heinemann. Taghizadegan, S. (2013). Mastering Lean Six Sigma: Advanced Black Belt Concepts. [New York, N.Y.] [222 East 46th Street, New York, NY 10017]: Momentum Press. Vijaya Sunder, M. (2013). Synergies of Lean Six Sigma. IUP Journal of Operations Management, 12(1), 21-31.